May 25, 2017

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Project management advice, tips, tools and recommended resources for existing and aspiring project managers.

Project Story: Retail Project for Clearance Sales

Retail project for clearance salesThe story is about a project in the Retail Sector with the objective of enabling the ability to do clearance sales and promotions in more than one price zone at different times. The Retailer had expanded its operations into multiple countries and, as a result, needed to track clearance sales in each of the countries at different times to the clearance sale in the original country.

To achieve this, the Retail Management System needed to cater for multiple price zones (one zone per country). The complexity of the project was that multiple systems would be affected, requiring a huge testing effort across many functional teams and systems. In addition to that, there were only two periods within the trading calendar that allowed the implementation of such an intrusive project in either June or September.

Although the project was originally planned to take 6 months and it took 9 months, it was considered a success due to the fact that the re-negotiated time and budget was achieved and the business benefit could be immediately realised. The business was able to run clearance sales in more than one zone at different times and they could copy the original clearance to another zone.

Project Structure and Frequent Communications

The project manager, Jeremy Powdrell, ensured that the project structure was setup properly with all key stakeholders identified upfront. Due to the sheer number of stakeholders and to ensure clear project communications that would align all involved, a monthly meeting was arranged in the company’s 200 seat auditorium. At the monthly meetings various sponsors and other key stakeholders presented aspects of the project, this assisted in alignment and raised the profile of the project.

During the Test Phase, the project manager scheduled daily meetings, especially during the final weeks of testing in order to deal with defects and issues quickly.

Performance feedback was intentional by engaging with both the project resources and their managers to discuss performance. This helped to ensure that Managers could properly recognise and reward the team members through the normal channels.

The Business analysis was also done very well. Training was prepared in advance and the training contributed to the fact that people were better prepared for the change.

Scope Changes and Planning Constraints

As a result of changes in senior management, the project sponsor had changed. The new sponsor then introduced scope changes to the existing project. The subsequent change control meant that the time required to implement the solution had to be extended.

The release of the new solution had to be carefully planned. Continue reading…

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