Microsoft Project- The New Manager

Microsoft Project is a unique program that allows for easy and efficient project portfolio management. It gives companies the opportunity to prioritize, manage and collaborate on projects. Teams work together in one location, one program and  can work from any where on any device. Managers have visibility and insight on their team’s project with a single view of all their work. They are able to make decisions on projects and prioritize. Microsoft Project also allows the team to create and customize reports. So would this program be beneficial to my company and my managers? Absolutely! And for one main reason-

I work in the Registration Department with a handful of other Registration Specialists where we work on different accounts, building registration websites and handling the registration process. Our Registration Manager oversees our department by managing our work with each client. At times we can be working on three or four events. Each event consists of different deadlines, such as launch dates, rooming lists due date, attrition cut offs, name badge shipping dates, reminders, IPO follow ups, final confirmations, etc.  Microsoft Project would allow each of us, Registration Specialists to track our progress on every event and deadline while giving our manager the opportunity to supervise all our work in one area. Currently, we have weekly huddle up meetings and one-on-ones with our manager to address the events we are working on. Both meetings are effective and we constantly communicate with our manager on a daily basis to follow up with requests or updates for our programs. We create timelines for ourselves to ensure our work is completed in a timely manner. However, Microsoft Project would give our department a great advantage, we would be able to track our work and ensure we are at the right point in our events by meeting our targets. Our manager can see what needs to be done, prioritize the events that need to be completed and rank the deadlines of all our programs. Microsoft Project would allow our manager to see the overall picture of everyone’s programs, the status of each event and ensure all items are completed. We would fulfill all obligations for every event and would be sure to accommodate all expected deadlines. This would guarantee that we would not lose a client due to an important element being overlooked. Instead, it would help in gaining more revenue for our company as we would always have successful events that would generate our clients to assign more programs to us. 

Reflecting on Pandora

Capgemini Consulting presented Pandora with a number of opportunities for the immediate future and long term prospects. The consultants clearly stated that Pandora:

• Is not effectively monetizing their user base
• Banner advertising is not able to cover the company’s run-rate costs for employee salaries and licensing fees
• High royalties are causing more financial issues
• And if Pandora continues down the same path they will exhaust their cash within the next two years

Capgemini Consulting suggest the following alternatives that would allow Pandora to prosper in the future:

• Change in advertisement structure
• Develop mobile application for iPhone
• Battle royalty fees
• Hire executives for business strategy
• Open Mic
• Rebrand the company
• Globalization

Changing in advertisement structure and battling high royalty fees are immediate actions Pandora can use to aid their company in obtaining a positive cash flow. Although battling Congress in lowering high royalties would certainly solve the majority of the financial problems Pandora is facing, it will also create a burden on the company as legal and court fees are just as high as an expense. However, restructuring Pandora’s advertising strategy is a great idea and would assist in generating more revenue. As the consultants mentioned Pandora is playing the least amount of advertisements on the radio than their competitors. Increasing the current one per an hour advertisements will definitely make a difference and consumers may not even notice a change if it is kept minimal. Some consumers even enjoy advertisements as demonstrated in the Absolut study where listeners enjoyed listing to a fun “going out mix” while Absolut advertised their new Pear-flavored vodka. Also, dveloping a mobile application for the iPhone is also another immediate action and excellent suggestion as mentioned in the first analysis. This would give Pandora a competitive advantage and allow them to give listeners what they want while growing in a technology based society.

Hiring executives to create business strategies and the Open Mic notion are good for short term goals but the right decisions need to be made in order for both to be successful. For example, the right executives need to be hired; experienced and knowledgeable directors need to be found in order for them to plan the right approach for Pandora’s future. Also, the idea of Open Mic could create valuable revenue, increase Pandora’s song base and attract more artist and listeners but this proposal needs to be kept up with, monitored and set up correctly in order to be successful.

Finally, rebranding the company and globalization are long term opportunities that will allow Pandora sustainable growth. Rebranding the company through sharing will definitely have a large impact on the company as social media and online communications are leaving a large impression in the digital world. Pandora does have potential for venturing into international expansion but as mentioned that will need to be a future outlook for the company as it will take time to build their brand, secure licensing, research different countries, incorporate ethnic music and gain the audience of foreign listeners. All of this will take up a lot of time through research and development and will cost Pandora a great deal of financial investment that they do not have at the moment.

Opening Pandora’s Box…for the Future

Tim Westergren, chief strategist and founder of Pandora.com is faced with challenges for the future of his company. Although by December 2007, the company grew to 8 million and online hours grew to 50% year on year the company was still not yet cash-flow positive. However, Pandora is truly becoming a success as it continues to grow, attracts new customers, developed the Music Gnome Project and reaches new levels in the internet radio industry. Westergren is now struggling to keep the dreams of his business in sight while balancing the interest of his various venture capitalists (VC). He is left with a few alternatives but is open to more. The first alternative he contemplated is pulling back on the growth levers like search engine marketing and general marketing expenses, cut back on expanding employment and raise minimal amount of new investment (possibly through acquisition). The second was taking a complete opposite approach, top out the search engine marketing, hire aggressively and take advantage of the first- mover advantage. This second alternative would count on raising a very large round of finance and set its sights much higher.

Pandora faces challenges like a threat on the licensing costs, high royalties, a large number of employee salaries, marketing and advertising expenses and competition from others in the industry (i.e. AM/FM radio, satellite radio, CD sales, digital music like iTunes, etc.). So how is Westergren supposed to allow Pandora to grow and what is the right decision to watch in prosper rather than fail?

Pandora continues down the line of success as it increases their user base. However, its greatest financial challenge, increasing royalties still creates the largest threat to Pandora. What options can the company take to help balance those high royalties? The first option, which actually created some buzz in government were the 1.3 million letters the U.S. Congress received from Pandora users about the increasing royalties. This is not enough to help the company increase revenues to offset the high royalties. Pandora needs to develop a dominant market share to keep the capital rising. Other options Westergren considered were increased spending on marketing, pushing development of a mobile platform and powering viral growth.

Now Westergren is faced with the question- will the investment firms stick with him as Pandora enters a cash-consuming rapid growth period? He needs to ensure his potential new bankers feel the same way as he does about the company growing even with the high expenses and investments that need to be made.

Westergren has a lot on his plate but taking it step by step will ensure he moves the company forward and allows Pandora to continue to succeed. Battling Congress to lower royalties will be much more of a financial burden than actually paying the high prices. His main concern should be increasing revenues to cover the royalties and bring in more to allow the company a positive cash flow. Although, increasing advertising and marketing will bring in more users and more clients to advertise on Pandora it may not bring enough revenue in. Especially, seeing as the increase in advertisement for the company will probably balance out any revenue they bring in from clients that advertise on Pandora. Hiring more staff will only increase expenses and cutting back on staff will only jeopardize the company. Westergren has found an alternative that could certainly change the future of Pandora. Pushing development of a mobile platform will cost the company during research and development but seeing as this is what customers are looking for and want, it will give Pandora that competitive advantage and attract users to stay with them while attracting new users.  

Reflecting on Bombardier

Dynamic Consultants did an excellent job while presenting Bombardier’s best practices for a third attempt to implement an ERP system. They presented best practices and areas of improvements for four key areas, executive management, project management, knowledge transfer and adoption, which were reflected from Bombardier’s second attempt in implementing ERP. They rated each best practice on a red, yellow or green scale in which the yellow best practices demonstrated in the second attempt need a little work and the red rated practices from the second attempt certainly need improvement. With that said the following were best practices that the consultants rated in yellow and red, coincidentally some of these items that were also noted as needing attention in the first analysis (blog) of Bombardier’s ERP Implementation.

Yellow:

• Executive Management should remain actively involved throughout the implementation.
• Create a project organization structure to provide planning and quick response for decision making, issues management as well as aggressive project management processes.
• Ensure proper management that distinguishes best-in-class ERP implementation. Have a dedicated project manager who is involved in both planning and ongoing management.
• Define, understand, map and prioritize key business requirements and processes.
• Create a Prerequisite End User Skills Education Plan to develop end users.
• Use of consultants limited to facilitation.

Red:

• The project team composition should represent all functional areas where the software will be implemented. Each functional area should be adequately resourced to ensure that ‘backfills’ are in place to release key team participants.
• Develop your own success criteria and expectations.
• Create Training Staffing Plan to customize facilitation of ERP systems.
• Create a Training Delivery Plan to develop proper content and training logistics.
• A Curriculum Matrix will provide a visual snapshot of end user progress.
• A separate Training Budget is vital to ensure support throughout implementation.
• Conduct a phased-rollout of the new ERP system.
• Change of administrative processes to fit the software.

After hearing the thoughts from the Dynamic Consultants on each best practice it is clear that their suggestions are accurate and should be followed. The items listed above in bold were overlooked in the first analysis (blog) of Bombardier and should definitely be considered during the third implementation. The consultants covered those best practices and provided the company with feedback that should and need to be reflected during the third attempt at implementing the ERP system for Bombardier. Two very significant areas of concern that were identified in the first analysis (blog) of Bombardier’s implementation of an ERP system and rated red as needing major improvements by Dynamic Consultants were the going live phase and training for the implementation. The consultants shared valuable best practices that will have a great impact during the third implementation if followed. 

Bombardier’s ERP Implementation

Bombardier is a key player in the transportation industry. Not only is the company successful with their rail transportation but also their ventures into the aerospace industry. Bombardier even diversified into manufacturing civil and military aircraft and acquiring large organizations like Havilland Company from Boeing over its lifetime. Throughout the company’s existence, they have been committed to updating their legacy information system, the Bombardier Manufacturing System (BMS), which is based on a MACPAC platform. Although the system satisfied their business needs it was not evolving to changes and faced many challenges that needed improvement. The Vice-President of Operations and Project Sponsor had a vision of ingratiating the organization into one, “One Company.” The system, which was more of a business transformation than a technology implementation would share common data across sites and products using a single set of unified systems and processes. The transition became known as the BMIS Project which entailed an Enterprise Resource Planning (ERP) system. Bombardier’s first implementation failed and was discontinued mid-project in 2000 after $130 million was spent. The reasons that contributed to the first implementations failure were:

1. Focusing the implementation on inappropriate business processes
2. An outdated company vision
3. A weak sponsorship model
4. Insufficient involvement of internal employees
5. Too many third-party consultants

2001, one year after the first failed attempt of the ERP system implementation, a group of senior managers from Bombardier Aerospace’s Irish facilities established a new integrated manufacturing system. This project focused on a wider ERP strategy and the vision of “One Company,” an integrated organization. The system planned to support Bombardier’s Aerospace operation and focus on the processes that support manufacturing, procurement, finance and the engineering data required to support these processes. $363 million was the budgeted amount to implement the BMIS system across all facilities and it would support 9,500 users over seven sites. This implementation would require 400 people but if successful would result in $1.171 billion in savings for Bombardier and a one-time reduction of $219 million in material inventory. One primary objective for the BMIS implementation was that manual tasks would give their jobs a more analytical focus as it would reduce clerical tasks performed by the employees. This implementation would also reduce the amount of paper used which was an ultimate goal, being a paperless workplace.

The BMIS implementation was not seamless and contained challenges that could certainly aid the company in future implementations. For starters, an original thought during this implementation was the “to-be” processes designed by the project team that were presented to the relevant functional councils for approval. The intent for this was that the project would be organized according to processes but this was abandoned during the blueprint phase and was reverted to a functional organization. Learning from the past allows the company to not waste time on trial and error when for example, they already know the implementation would not be affective if organized according to processes. Other challenges that could be identified from the BMIS implementation and not repeated for any future implementations are:

1. Lack of communication as some managers made no effort to ensure employees were informed of the implantation progress even though the Senior Project Manager emphasized to the Business Process Managers that communication was 80% of their job during this implementation
2. Design workshops were held during the design phase to assist in the implantation of the ERP system but managers were unable to attend due to scheduling difficulties and pressure in the business environment (unrelated to the project)- this caused issued for the project team in confirming the appropriateness of their design decisions
3. Reluctance to take ownership during the design phase- managers were not committed 100% of the time
4. Absence of strong business employees who constancy had to go back to the business in order to validate their decisions
5. Hazy answers were received from the BMIS team when they were asked to provide documentation illustrating the high-level processes included in the system
6. Overlapping of the realization and integration testing activities because the design phase ran over schedule
7. Total acquisition costs not being considered when making purchasing decisions
8. Training
1. training material did not reflect an understanding of the business
2. not user friendly
3. descriptions and exercises were too detailed and difficult to follow
9. Going Live
1. ensured the August 4^th, 2004 deadline was not pushed back sacrificed the deployment as they were not ready
2. focusing on new roles and responsibilities rather than how to complete transactions
3. power users stayed on site temporarily however challenges began to surface months after implementation, after power users left the site
4. frustrated users when support staff could not solve their problems
5. continued use of legacy system
6. technical issues- Finance employees were making manual corrections to the general ledger if materials were issued incorrectly
7. delays in Bill of Materials
8. managers failed to use reporting functionality that was available in the system

Success factors and ideas of the ERP implementation that should be repeated for any future implementations are:

1. Implementing one plant at a time
2. A “vanilla” approach system design- minimal modifications or enhancement be made to processes in SAP
3. Procurement function- moving toward a policy of global strategic sourcing, eliminate all clerical activities, automate as many processes as possible and improve supplier compliance
4. Power users and super users made significant efforts to adapt the training material in order to bring it to satisfactory standard
1. internal training supplements
2. additional courses and training material provided
3. information focused on roles
5. After going live, at least one power user should always be available on site to act as a link between the business and technical support staff
6. Not disrupting production schedules

The BMIS implementation contributed to a reduction in inventories of $1.2 billion across Bombardier Aerospace less than one year after the Go Live. This demonstrates that even with a large amount of challenges the implementation can still be successful including the facts that the deadline was met, the project was below budget and the Bombardier Aerospace delivered one more plane than scheduled during the implementation process of BMIS. Executing the same ideas, applying the best practices and critiquing the challenges the company faced with the Mirabel implementation of BMIS, Bombardier can be even more effective in their next implementation. 

Ubuntu Whobuntu?

Ubuntu is a free computer operating system that can be downloaded and installed with one easy click. The following are just a few advantages that Ubuntu can provide a company:

• It’s FREE!
• Over 1,000 applications available for purchase and download
• Free storage on its cloud platform
• User friendly
• Ability to scroll through all open windows
• Mobile capabilities
• Compatibility with Microsoft programs
• Security
• Social media all in one

As great as Ubuntu sounds, is it right for every company? My current company relies on Microsoft programs, especially Microsoft Excel. Even though the Ubuntu website and many other sources state the LibreOffice Suite (the Linux version of Microsoft Office) is compatible with Windows infrastructure, I would still be hesitant to make the switch. My main concern for this is that we interact with clients on a daily basis and exchange file that are almost always Microsoft Word or Microsoft Excel files. Will those files always be compatible? It would be complete shame to lose clients and revenue they bring in just because we have repeat issues with compatibility due to an operating system. Is it truly worth sacrificing clientele for a new operating system when our current Windows operating system works? Window has not failed us and we have had no issues with sharing documents and files with clients as we run on the same operating system and have no concern or worry about compatibility.

However, after a little research I found that Microsoft Office Suite 2010 can be installed on Linux systems like Ubuntu. The common trend I found while researching was that the installation and use of Microsoft Office on Ubuntu is “not perfect, but good and can get the job done.” There is also a large chance of damaging your system during the installation. Also, it takes a lot of background work through PlayOnLinux to actually download the software and then associate the file to Ubuntu. So is Ubuntu truly worth the switch? 

Now as great as all the features are on Ubuntu and as exciting and interesting as it would be to use a new operating system that largest downfall can truly jeopardize my company. Would Microsoft Office outweigh a social net app that allows my company to manage all our social networks in one location? Or would the use of Microsoft Office make the new feature of scrolling through open windows seem less efficient even thought my co-workers constantly work in multiple windows? To answer both of those questions, the answer is yes! We rely too much on Microsoft files to send to clients and sacrificing that would hurt our business and our bottom line. We cannot lose high volume accounts because clients have issues opening our files. While Ubuntu is a wonderful alternative to an operating system it truly is not the right answer for my company at this point in time.    

iPads for Success

To:                        Bill and Tom

From:                    Ria

Subject:                iPad Case for Success

Date:                    May 23, 2013

Good Afternoon Bill and Tom,

I am writing to follow up with your recent inquisition of transitioning from laptops to iPads for your sales department. As iPads are certainly a tool of today’s digital world it is important to measure the advantages and disadvantages before making such a large investment for your company. After further researching and evaluating your information technology, sales and finance department, I have gathered the following:

	Laptop Advantages	iPad Disadvantages
1	Exclusive programs	Programs are not compatible
2	Renew lease	New lease for iPads
3	Secure VPN and firewalls	Lack of security
4	Networking files, documents, etc.	All information on only 1 cloud
5	Easy daily access (keyboard, mouse)	Would only rely on iPad (no laptop)
6	Few hours for set up	6 to 9 months to create and build applications with compatible software
7	Much easier and effective to work on laptops	New trainings for iPads

	Laptop Disadvantages	iPad Advantages
1	Large and bulky	Convenient for traveling (lightweight)
2	Battery needs additional charging, especially when out on the field	Better battery life
3	Challenges of finding power outlet to charge laptop	Better battery life
4	Need to find connectivity through Wi-Fi or hotspots	3G capability and Wi-Fi
5	Less efficient while presenting to doctors	Better speed and efficiency while presenting to doctors
6	Difficult note taking when standing in the hallway	Easy note taking during quick conversations
7	Limited storage/memory  space, must be connected to network	Cloud for organization, unlimited storage/memory, access anywhere
8	Less team members want laptop	Sales team wants iPads
9	Costly leasing fees	Less cost for leasing
10	Total cost of ownership is $9,000	Total cost of ownership is less than $9,000
11	Routine training on new equipment/software	Trainings will be integrated into regional meetings
12	Standard routine for doctors	Better perception to doctors, wow factor!
13	Nothing new and exciting or interesting	Increase of sales due to client interest
14	Lease is up in a year and half	Have time to finance, purchase and set up iPads within a year and half
15	Norm, following standard	Breaking the norm, adapting with technology

The iPads would certainly be the best option for detailers to use out in the field where they can have easy access, a lightweight device to present information to doctors, effortless internet capabilities, great battery life and many more benefits as demonstrated above. As seen from the tables, transitioning to iPads will provide your company with more than double the advantages than continuing the use of laptops. After further researching and analyzing the important information provided by your departments, I feel that it is in the best interest of your company to lease iPads for your sales detailers. This alteration in the sales department should begin once your leases on the current laptops expire, roughly in a year and a half. Leasing iPads for the detailers will have a significant effect not only on your sales department but your company as a whole. You will be making new strides in today’s technological world and improve services with your clients in more ways than one.  

Please let me know if you have any questions or concerns.

Thank you for your time.

Ria