Reference no: EM13800936

You are leading a team to implement an integrated ERP (enterprise resource planning) system in your Madrid-based company, a contract manufacturer of electronic components for the consumer electronics industry. You currently have 3,800 employees in 19 plants in 10 different countries, and your sales revenue was 5 billion euros last year. Your company has expanded quickly and has outgrown its current enterprise systems, many of which were programmed in-house. The steering committee has decided to break the project into two phases, and to include the following modules in the first phase: • Finance • Accounting • Human Resource Management • Customer Relationship Management • Material Requirements Planning • Purchasing The steering committee has specified that the new system will be purchased from an outside vendor, and that a consulting company will be hired to provide guidance for requirements assessment and specification setting, training, testing, and implementation. Your task is as follows: a. Develop a list of goals for your project, focusing on system wide issues such as system reliability as well as goals for the functioning of the modules. b. Make a list of the assumptions you will make as groundwork for developing your WBS (e.g., "An outside vendor will provide the training"). c. Develop a WBS for this project in mind map, organization structure, and outline form (See Exhibit 5.4). Your WBS should have at least five deliverables or major components and you should define at least 30 work packages at the finest level of detail. Your deliverables need not focus on the six modules. Instead, you are better off structuring your WBS around action-oriented deliverables such as "Requirements Assessment" or "User Training." Keep in mind that even though an outside vendor will perform certain aspects of the work, that work needs to be included in the WBS. After all, the work still must be done! d. List at least three key performance indicators (KPIs) for each of the deliverables in your WBS. Be sure to go beyond cost and schedule to consider more outcome-oriented metrics. Describe how you would measure these indicators. Please provide your own work. There is not a word limit. Thanks.