The Project Plan for Coca-Cola Enterprise
Prepared By: Watkins & Associates 777 N. Michigan Ave. Suite 404 Chicago, IL 60601 Contact Info: 312-593- 8060 Email: jeremywatkins57@ gmail.com watjer0326
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Table of Contents Introduction……………………………………………………………...................2 Project Management Approach……………………………………….……………2 Project Scope……………………………………………………………………….2 Project Change Control Process……………………………………………………2 Communication Management Plan……………………………………...................3 Document Purpose………………………………………………………………….3 Document Organization…………………………………………………….............4 Business Target and Vision………………………………………………………...4 Project Organization……………………………………………………………...4-5 Communication Plan……………………………………………………………….6 Communication Objectives………………………………………………………...6 Communication Types………………………………………………………..........6 Communication Vehicles…………………………………………………………..7 Communication Plan……………………………………………………………….8 Communication Plan: Executives………………………………………………….8 Communication Plan: Managers………………………………………………..9-10 Communication Plan: Employees………………………………………………...10 Communication Plan: Project Team………………………………………………11 Cost Management Plan……………………………………………………………12 Work Breakdown Structure Plan………………………………………….............13 Quality Management Plan………………………………………………………...13 The Coca Cola Enterprise Project…………………………………………….......13 Technical Success Criteria……………………………………………….........13-14 Testing…………………………………………………………………………….14 Current Network Survey…………………………………………………………..15 Statement of Need………...………………………………………………………16 The Google Search Appliance Overview…………………………………………16 Intrusion Detection Solutions…………………………….……………………….17 Recommendations………………………………………………………………...17
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Introduction This is a project management plan for the Coca Cola Enterprise. The Coca-Cola product that has given the world its best-known taste was born in Atlanta, Georgia, on May 8, 1886. Dr. John Stitch Pemberton, a local pharmacist, produced the syrup for Coca-Cola. Coca-Cola continues to touch the lives of millions of people each and every day; however there are cyber-criminals seeking to deter Coca Cola from providing customer service. This project will discuss the challenges, network needs, and solutions provided to reestablish the businesses network infrastructure.
Project Management Approach The Project Manager, Jeremy Watkins has the overall authority and responsibility for managing and executing this project according to this Project Plan and it Subsidiary Management Plans. The project team will consist of personnel from the Watkins & Associates Consulting Firm.
Project Scope The project scope for the Coca Cola Enterprise is to reconfigure the networking protocols on all hardware (i.e. routers, switches, servers, active directory, global catalog), software (i.e. applications, digital dashboards, customer relationship management systems), and reestablish network connectivity to each end user device with configured Internet Protocol Addresses. In addition to the reestablished services, The Google Search Appliance will be integrated with Coca Cola’s existing security and access control systems so that users only see search results if they have access to the source content. The Google Search Appliance will support authentication, single sign-on mechanisms, enable customization of user interfaces and security.
Project Change Control Process The Project Manager, Jeremy Watkins is the approving authority to change and resubmit the specific changes to the Executive Manger of Coca Cola Enterprise. These changes can be communicated via electronic mail or facsimile; however, all changes must be documented in the Communication Plan and resubmitted through the proper chain of command.
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Communication Management Plan Document Purpose In order to achieve the strategy and business results for the project, we must assure timely and effective communication to all of the individuals, teams, and sponsors involved with the project. This document will serve as the basis for the planning and execution of all communication between Coca Cola Enterprise and Watkins & Associates. This will encompass, but is not limited to, communication to and from executives, managers, employees, and the project team. It will also discuss the vehicles of communication and their frequency.
Document Organization This document is broken into four main areas: Overview Project Organization Communication Strategy Communication Plan Appendices
Overview Start Date:
9/1/2011
Project Team Members:
Executive Sponsor
Ed Fisher
Jeremy Watkins Paul Muhammad Brandi Ogbevire’ Chris Hines
The project team has started gathering business requirements to determine the necessary customizations to the application. As we begin the project, it is critical that we assure timely and effective communication with those who will be affected by the project. Our communication will be based around the vision and business targets determined at the start of the project.
Business Target and Vision This project is intended to provide excellent service to the Coca Cola Enterprise by reestablishing their network convergence with its branches across the world and maintain a strong value and relationship with its customers in a timely and secure manner.
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Project Organization The Coca Cola Project Plan is made up of individuals and groups from different areas of the organization. Project roles range from executive sponsorship to the end-user representatives. The following table defines the various roles and their responsibilities throughout the life cycle of the project.
Project Role
Responsibility
Executive Sponsors
Have ultimate authority and responsibility for the project Approve changes to project scope and provide additional resources required by the change Provide funds for the project Provide high- level project direction Resolve conflicts over policy and objectives Resolve resource issues Make business decisions for the project
Project Steering Committee
Provide high- level project direction Assure appropriate resources
Project Lead
Perform high- level project management Manage the overall budget Approve and continuously monitor the project plan Escalate and resolve project issues Provide weekly and monthly reporting on the project status to the executive sponsors Give final approval of project deliverables Establish clear roles and responsibilities throughout the project Provide high- level project direction Confirm that the project objectives are met Monitor to ensure that deliverables are consistent with the best practices Monitor and execute the communication plan Gather business requirements Customize where necessary Import customer and employee data
Administrator
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Set up users Create necessary assignment rules Communication Lead
Construct the communication plan and user adoption strategy Manage the execution of the communication plan and user adoption strategy Coordinate training sessions Manage communication content
Super Users
Represent the opinions and needs of their business unit Act as business process experts for their business unit Provide project information to their business unit Participate in requirements gathering and validation sessions
NOTE: All roles are subject to further definition and clarification. Additional roles may be added throughout the life cycle of the project. Any changes in responsibility to previously defined roles will be reviewed with the parties currently holding the position.
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Communication Plan We must assure open and timely communication for the organization by providing appropriate information to the people who need it and when they need it. By embracing the company-wide commitment to this project, each individual must do his or her part to ensure its success. Therefore, all individuals must understand their role and the specific activities for which they are responsible.
Communication Objectives
Ensure timely communication to relevant groups or individuals Ensure effective communication between groups Ensure timely notices for requirements/meetings Ensure optimum results for all communications and project expectations Measure the results of the communication strategy execution and revise accordingly
Communication Types This section outlines the types of communication that may be used as part of this project. All types of communication must be addressed to ensure that communication flows to all necessary parties when they need it. The following is a list of the types of communication addressed in the following sections of this document. Executives
Communication from executives to managers and employees Feedback and direction to the project team from executives
Managers
Communication to managers for distribution to their employees Communication from managers to executives Feedback communication from managers and employees to the project team
Employees
Communication/feedback from employees to managers and executives Communication/feedback from employees to the project team
Project Team
Internal project team communication Communication to executive sponsors Meeting notices and notes to executives, managers, and employee representatives
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Communication Vehicles Communication cannot be limited to any one method or vehicle. It comes in many forms and must follow guidelines and an appropriate level of formality to ensure knowledge and information transfer. Within the following sections, each communication plan item will suggest the preferred vehicle and timing of the communication. Some will utilize various vehicles and are considered ongoing in status. The organization of information is just as important as the method by which it is delivered, thus all will be addressed at some level. The following is a list of vehicles that will be found within the communication plan. This list is not extensive and will grow throughout the life of the project.
Email Informal word of mouth Team meetings Conference calls Executive communication Paper Web MS Explorer or directory structures
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Communication Plan Details The communication plan is the detailed list of items to be communicated, to whom they are communicated, and when they are to be communicated. The communication plan is broken into three sections based on the communication type discussed above. The following is a list of the communication plans within this document:
Communication Plan: Executives Activity
Blueprint Stage
Proposed Finish Date
Vehicle/ Tools
Responsibility
Audience
Frequency
Executives to announce the start of the Coca Cola Enterprise project Announce initiating sponsor and assign project lead Communicate the vision for the organization and define how the Coca Cola Enterprise initiative contributes to the vision Outline objectives and project goals at project kickoff meeting Kick-off training sessions with a message about vision and goals Gather feedback after the initial launch Announce future improvement plans
Understand
9/1/11
Conf call
Executive team
All managers and employees
Once
Understand
9/3/11
Email
President or VP
All executives, managers, and employees
Once
Envision
9/10/11
Web/email
Executive committee
All managers and employees
Once
Define and Design
9/10/11
Meeting
Initiating sponsor
Project team
Once
Build and Deliver
10/18/11
Meeting or conf call
Executive team
All managers and employees
As needed
Confirm
11/19/11
Executive team and project team
All managers and employees
Regularly
Operate and Optimize
12/1/11
Focus groups, email, or informal Conf call or email
Executive sponsor
All managers and employees
As needed
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Communication Plan: Managers Activity
Blueprint Stage
Proposed Finish Date
Vehicle/ Tools
Responsibility
Audience
Frequency
Discuss project goals and timeline with team Review upcoming process changes and impact on employees’ day-to-day environment Review project updates, including dates and information (details to be provided by project team) Discuss training course information and review importance of attendance Discuss revised performance expectations with each employee Gather feedback after initial launch and review actions taken as a result of feedback Recognize positive behaviors and discuss progress Review details of future improvement plans and the impact on employees on team
Understand/ Envision
9/17/11 and ongoing
Team meeting
Manager
Employees
As new information is available
Envision/Define and Design
9/24/11
Team meeting
Manager
Employees
As new information is available
Define and Design
Ongoing
Email
Manager; details provided by project lead
Employees
Regularly
Build and Deliver
10/4/11 – 10/18/11
Email or team meeting
Manager
Employees
Regularly as new information is available
Build and Deliver
10/8/11and 10/22/11
Meeting
Manager
Employees
Quarterly
Confirm
11/19/11
All
Manager to compile feedback
All
Regularly
Operate and Optimize
Ongoing after launch
Team meetings
Manager
Employees
Regularly
Operate and Optimize
12/3/11
Conf call or email
Manager; details provided by project lead
Employees
As information is available
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Communication Plan: Employees Activity
Blueprint Stage
Proposed Finish Date
Vehicle/ Tools
Responsibility
Audience
Frequency
Attend project kick-off meeting to get essential information about the project Represent the needs of the team at requirements gathering sessions Present information about business process changes at team meeting Gather feedback after initial launch and share with project team
Define and Design
9/10/11
Meeting
Super users
Project team
Once
Define and Design
9/24/11
Meeting
Super users
Project team
As scheduled
Define and Design
Ongoing
Meeting
Super users
Employees and managers
Weekly
Confirm
11/19/11
Meetings and informal
Super users
Employees
Regularly
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Communication Plan: Project Team Activity
Blueprint Stage
Proposed Finish Date
Vehicle/ Tools
Responsibilit y
Audience
Frequency
Invite employees to become super Users; first meeting is project kick-off. Assign an individual or group to act as the central point for all information going to and coming from the user community. They will be in charge of ensuring the consistency of messages and gathering feedback from the end users. Conduct demo sessions to show managers and employees the application functionality Send a weekly status report Send a weekly information notice with information about upcoming meetings, milestones, and project progress Establish an email alias for the Coca Cola Enterprise project as a central point for all feedback and customization suggestions regarding the tool. Have the communication lead respond to feedback.
Define and Design
9/8/11
Meeting
Project lead
Employees
Once
Define and Design
9/13/11
--
Project lead
Project team
Once
Build and Deliver
9/30/11
Web/email
Project lead or Administrato r
All managers and employees
Once
All
Ongoing
Email
Project lead
Executives
Weekly
All
Ongoing after 9/10/11
Email
Project lead
Managers and super users
Weekly
All
9/17/11
Email
Project lead
All managers and employees
Ongoing
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Cost Management Plan Project Name: Prepared by: Date: Person(s) authorized to request cost changes:
Coca Cola Enterprise Project Plan Jeremy Watkins, Project Manager September 1, 2011
Name: Jeremy Watkins Name: Paul Muhammad
Title: Project Manager Title: Assistant Project Manager
Location: Chicago, IL Location: Chicago, IL
Name: Brandi Ogbevire’
Title: Assistant Project Manager #2
Location: Chicago, IL
Person(s) to whom Cost Change Request forms must be submitted for approval: Name: Jeremy Watkins Title: Project Manager Location: Chicago, IL Name: Paul Muhammad Title: Assistant Project Manager Location: Chicago, IL Name: Brandi Ogbevire’ Title: Assistant Project Manager #2 Location: Chicago, IL Acceptable reasons for changes in Project Cost (e.g., approved scope changes, increased costs, etc.):
Describe how you will calculate and report on the projected impact of any cost changes (time, quality, etc.):
Describe any other aspects of how changes to the Project Cost will be managed:
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Work Breakdown Structure Plan
Quality Management Plan The Coca Cola Enterprise Project Provides improved technology to increase efficiency and accommodate increasing business volume with limited staff resources. Improve the quality and efficiency of Coca Cola Enterprise s’ processes by replacing the underlying infrastructure and deploying secure self-service capabilities. Improve the quality of fraud detection and fraud prevention efforts by providing better reporting and improved system capabilities to detect and prevent fraud. Improve performance and provide customer service at a desired level for Coca Cola Enterprise to meet nationwide standards for response to customers. Technical Success Criteria The Coca Cola Enterprise Team will capture the requirements from the documents and load them into a single database.
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With this database, requirements will be traceable to higher level documents (Detailed Design Documents). Requirements will be categorized for quality testing purposes, and will be the basis for further defining details of the technical success criteria. Under supervision of the Project Manager, project staff defines and documents quality specifics within the standard operating procedures for project quality. The standard operating procedures document the characteristics that are expected of the developed software and other project deliverables. Testing The responsibility for complete and thorough testing of the delivered system is the contractual responsibility of Watkins & Associates. Project staff are responsible is for verifying and validating the acceptability of the delivered system or component. Under supervision of the Project Manager, project staff will provide oversight and participate in testing activities, including system and acceptance testing. The Quality Manager takes the lead role for developing testing requirements for the project that encompass the organization’s structured testing strategy for security, network, applications, infrastructure, production-readiness and acceptance testing. The Quality Manager coordinates with the Infrastructure Solutions and Management Division, Test Team, the application areas and the Information Security Office to define types of testing required and to identify existing testing resources to be leveraged. The project testing ends when the new system is accepted and transitions into maintenance mode.
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Current Network Survey Coca-Cola’s main headquarters, based in Atlanta, GA, was recently hacked into by the world’s most wanted computer hacker, Gary McKinnon. A former Network Administrator failed to implement the intrusion detection systems, resulting in, Gary McKinnon infiltrating the Bandook Rat Virus into the main headquarters. Afterwards, the Bandook Trojan horse spread to the sister sites located in, Chicago, IL, San Francisco, CA, New York City, NY, and Los Angeles. Bandook Rat is a backdoor Trojan horse that infects Windows NT family systems (Windows 2000, XP, 2003, Vista). It uses a server creator, a client and a server to take control over the remote computer. It uses process hijacking / Kernel Patching to bypass the firewall, and allow the server component to hijack processes and gain rights for accessing the internet. Gary McKinnon invaded computer systems belonging to the US military in 2001, shortly after the attacks on the World Trade Center and the Pentagon. As a result, the Coca-Cola Enterprise network infrastructure is in dire need of improvement. Coca-Cola Enterprise is deprived of a safe and secure network infrastructure which will enable them to communicate sound decisions and manage the flow of information concerning their business revenue, employees, customers, and suppliers of inventory to operate successfully. Not only systems to house information but software applications that will enable them to make new approaches targeted marketing, future stock market decisions, refinance bonds, assess debt risks, analyze financial conditions, predict business failures, forecast financial trends, and invest in global markets. There is no official website at the five locations which supports systems with ticketing and products, employment opportunities, promotional offers, and an outlet for suggestions in increasing revenue for their return on investment. A database system and wireless infrastructure not in place causes Coca-Cola Enterprise to become ineffective in analyzing cash flows and information to and from its suppliers for smooth operations. In conjunction to their inefficiency to analyze information effectively, they face challenges to obtain concrete data on the company and its competitors along their supply chain to meet industry benchmarks that can be influenced by numerous factors such as competition, prices, weather conditions, and technological development. The main difficulties Coca-Cola faces is the lack of internet access; sharing files, email and collaborating remotely with other locations. Our primary challenge is to implement cost effective solutions for Coca-Cola to stay on the cutting edge. Given the company is relatively large; it is in Coca-Cola’s best interest to stay afloat with the fortune 500 companies.
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Statement of Need The following implementations need to be set in place in order for the Coca-Cola Enterprise to function successfully:
Internet Protocol Addresses and Domain Names Data Transmission and Networking Protocols Network Security Reestablished Servers Reconfigured Routers & Switches Reestablished Telecommunications Reinstalled Software Applications The Google Search Appliance (GSA)
The Google Search Appliance Overview With Google Search Appliance 6.8, Coca Cola’s intranet or website search engine can be as relevant and reliable as Google’s and just as easy to use. Google Search Appliance (GSA) can provide the Coca Cola Enterprise universal search for business, enabling enterprise or website content to be searched through one easy, familiar search box. The Appliance searches intranets, web servers, portals, file shares, databases, content management systems, real-time data in business applications, and cloud based systems, such as Google Applications, Google Site Search, and other social networks. After the Google Search Appliance is implemented, it will scale Coca Cola’s billions of documents effortlessly. The Search Appliance’s scalable architecture allows multiple appliances within the organization to share search indices across vast ranges of content and still provide unified results. This brings scale to exiting search deployments, without disruption or changes to hardware or software, and allows unified searches across multiple departments or geographies with separate appliances. The Appliance provides rigid security across billions of content sources. The advantages that Coca Cola gains compared to other Fortune 500 companies are as follows:
Anticipated reduction in call handling time, resulting in 10-15% cost savings Increased search relevancy, enabling faster agent responses to customer needs Decreased in-house effort in security parameter Promoted bottom-line profitability and better business result for customers Improved end-user satisfaction Share search with other colleagues and document previews in search results Universal access to information Expect these advantages to save the Coca Cola Enterprise over $1 trillion (USD) in economic value per year.
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Intrusion Detection Solutions Watkins & Associates will provide Coca-Cola with the tools to manage their optimum inventory levels for manufacturing processes by using server secured reporting tools to communicate effortlessly and efficient. Each server provides the mechanisms for maintaining the integrity of stored data, managing security and user access, and recovering information if the system fails. Watkins & Associates uses the most competent telecommunication resources while keeping the cost to a minimum. Coca-Cola is relatively large company. As a result, we’ve implemented technology that will be catered toward the client’s needs. Watkins & Associates will reestablish internet connectivity between Coca-Cola’s effected locations and its main website which will market goods and services to customers through electronic commerce, rather than writing a check or using cash. To build long-term relationships between the customer and Coca-Cola Enterprise, Watkins & Associates offers a solution to install a customer relationship management system (CRMS) and a digital dashboard on Coca-Cola’s main server, located in Atlanta, Georgia. The main server will replicate the software systems to the sister sites in Chicago, New York City, Los Angeles, and San Francisco. Upon successful implementation, utilizers of the CRMS and digital dashboard will be able to provide information, assist in allocating advertising budgets, and maximize the lifetime customer value for the company. Snort Intrusion Detection Systems (SIDS), are security countermeasure solutions which enhance network security of the network infrastructure. SIDSs are implemented at the information infrastructure security level and serves as the next line of defense after the firewall. They monitor network traffic of all the domains by pinpointing intruder attacks in real time. When an attack is identified, Snort can take a variety of actions to alert the systems administrator of the threat. The Snort Packet Sniffer has the ability to listen to all IP packets and decode them. The firewall may block access points within the network; however, they are unable to decipher between malicious activities of hackers. In contrast, intrusion detection systems can monitor for hostile activity on these openings.
Recommendations Within the contents of the Coca Cola Project Plan, Watkins & Associates has surveyed the enterprises’ current network infrastructure, challenges, solutions, and costs to enhance the development of interactive media. To increase revenue and scalability, Watkins & Associates recommends that all solutions remain properly secured and updated for the integrity of the Coca Cola Enterprises’ network infrastructure.