Project Task and Risk Plan

They even desired to open a warehouse in any city in Australia. Thus, there are a number of Australian clients who embraced the idea. They even asked the company to take charge of their goods from Australia to the different states in the U.S. However, the CEO cannot afford to establish one without making preliminary plans. Furthermore, they looked forward to meticulously design a business strategy or plan to ascertain successful and efficient operations. Described below are the warehouse operations that present the company’s supply chain.

“In an age of increasing specialization, it is rare for one person to be knowledgeable in all aspects of a complex task” (Thompson, 2015, p. 88). In this case, the first step was to understand our incoming demand. For this, I relied on information technology to generate numerous reports as well as the expertise of our sales team. It was at that point that the data was analyzed in conjunction with an inventory specialist. After we had the knowledge of what current product to inventory, we then needed to establish a set of guidelines of how to qualify products in the future. Inventory control management processes were instituted as well as a supply an auditing system. These steps included information from organizational members from our manufacturing group, planning department, and procurement department. Finally, we needed to understand and facilitate the storage and shipping of the product. We enlisted the help of our warehouse employees as well as our transportation department. This type of project included various levels of the organization and required a tremendous amount of communication. The project workload was enormous and also had a substantial financial investment associated with it. Instrumental in the project’s success was the team’s cohesion, diversity, and strategies deployed

Risk #4: Lack of clarity - The lack of clear and concise goals and or confusion about the goal of the scope.

The warehouse staff will need to move items to temporary storage locations, assist in setting up racking, and restocking shelves. Our data entry department will be required to update each item with package sizes, weights, and warehouse location information.

Moving the warehouse in between the shipping and receiving departments will reduce the amount of time needed to pull orders for shipment thus reducing the staging time needed. By having one location for both the finished goods and raw materials allows for the cross training between shipping and receiving as well as allows both departments to have access to each part of the building they need without adding extra work to one department.

The Business Impact Analysis identifies the impact of a sudden loss of business functions. The impact is often quantified in a cost. BIA also helps you identify the systems critical to the survival of an organization.

In addition, I would design a strategic transportation plan that coordinates inbound and outbound shipments to reduce transportation costs and improve service levels. The warehouse will be designed

Internet surfing might be at risk in this product as web commenced is in used.

The organization in this study, a multi-billion dollar warehousing and distribution company, has been housed in an old building and will be moved to a new state-of-the-art facility. This move involves the planning, organizing, staging and moving of products from one location to the other. Included in planning needs are signage, warehouse racking placement, warehouseman selector choosing routes, freezer, cooler and dry product placement. Incorporated into this move will be the necessity to deal with contractors who are completing the building as well as contacting all vendors and suppliers to inform them of the change of location and service changes during the two-day transition period. The actual moving of all products will require 16 hours, 30 employees on two shifts at two different locations.

Risk allocation is performed as part of the development of the project structure, which takes into account the distribution of responsibilities and risks during the planning, construction, financing and operating phases (Corner, 2006). The aim is to identify an efficient and effective structure that optimises the costs of the project and ensures that the risk occurrences do not damage the project (Delmon, 2009). According to Grimsey and Lewis (2007) risk allocation has two elements: optimal risk management and value for money. The first implies that the

In addition to reading the course notes, I also looked at what APMBOK (Association for Project Management, Body of Knowledge 2009, 6th Edition, UK) said about this critical area of Project Management. Additionally, I researched what my Company does to maximize their effectiveness in this area by studying their attitude towards Risk Management throughout the complete life-cycle of a project, and finally I drew from my own knowledge and experiences in this critical area.

The completion of any project depends on the execution of various parameters mostly set at the beginning of the project. In order to complete the project to satisfactory levels, the project must be completed within the stipulated timelines, fall within the approximate budget and be of the required quality standards. However, most of the projects are affected by adverse changes and unforeseen events that occur during the execution period. Research shows that the magnitude of change is dependent on the size of the project, with large projects experiencing more uncertainties due to several factors including; planning and design complexity, interest groups having deferring opinions, resource availability, Economic and political climate and statutory regulations, which may necessitate change of plan. Most of the uncertainties are known to occur in the concept phase and if not intervened, they may affect the entire project. The burden falls on the management of such risk as some managers choose to ignore the uncertainties since they call for additional costs. Other inherent risks may go unnoticed and therefore remain unsolved,

The multi-faceted risk management approach is when you put in place the needed precautions such as risk profile to protect yourself to the best of your ability. With this approach we realize that 100% secure is probably not attainable, and is even more likely not sustainable [1]. This means that there is really no possible way to make ourselves completely bullet-proof from attackers, while still keeping our ability to interact with the New World and use cyber-space. But the overall goal of this multi-faceted risk management approach is to make the return on investment for the hacker so low that they will give up and go elsewhere [1]. Why would the hacker just give up and go elsewhere? Well if you are secure to the point that the hacker is not skilled enough to get past your defense systems, and they do not want to spend the days, weeks, or months of time to find an exploit to make their way into your system, then they will just end up moving along to someone else that isn’t as secure as you. Hackers generally aren’t going to waste large amounts of time such as months trying to break into your secure system. They want to cause damage as soon as possible, or they want to obtain financial gain soon as possible. So if you are secure to the point that they cannot find a way into your system within a reasonable amount of time, they will just go find their way into someone else’s system that is not secure.

One of the largest risk noticed when reviewing this case, is the cost involved in updating software, location and relocation of warehouse and distribution centers, personnel changes, which may include loss of job, increase of jobs and various locations effected differently. The mass undertaking of change over of systems to bring all of WCC online and in connected relationships with each other as well as the customers will involved large cost and long periods of time to create, put into place and then bring on line with personnel and training. To combat these extreme cost, implementing a 5 to 10 year plan, to allow for the changes to be done in cycles and by identifying the areas of change needed to take place in what order. Every change is interlinked, but what transition can be done first, second, third and so on until each system, each division is operating within the new WCC guidelines.

INDITEX cares about the importance of brand image to consumers, especially nowadays in terms of sustainability and environmental responsibility. The Spanish government is funding companies’ efforts to become more sustainable as well. To achieve the goal, INDITEX is developing a Strategic Environmental Plan 2015-2018, which includes Sustainable Store Project.