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Oracle/CTO Enhancement Project

Oracle/CTO Enhancement Project. Pauline S. Kopotic GBA 573. Overview. The Oracle/CTO Enhancements Project is comprised of several functionality enhancements aimed at increasing the sales of VAIO CTOs (configured to order laptops and desktops) on the Sony Style web site. Business Objective.

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Oracle/CTO Enhancement Project

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  1. Oracle/CTOEnhancement Project Pauline S. Kopotic GBA 573

  2. Overview The Oracle/CTO Enhancements Project is comprised of several functionality enhancements aimed at increasing the sales of VAIO CTOs (configured to order laptops and desktops) on the Sony Style web site.

  3. Business Objective The new and improved enhancements will consist of the following elements: • Ability to sell initial refusals and returns of A-Stock CTO product as a fixed SKU. • Ability to sell B-Stock CTO products as a fixed SKU. • Ability to sell B-Stock fixed SKU products using original SKU name. • Improve current ATP process to minimize the overselling of products, particularly products with low inventory levels such as initial refusals. • Modify e-Solutions ATP to include pre-configured PC’s both A and B stock along with the FET status. • Dynamic end of life control for CTO products. • Provide enhanced order status visibility to the customer.

  4. Opportunity Statement Current functionality in reference to B Stock and A Stock CTO sales is limited. In order to enhance and increase functionality three business groups, e-Solutions, ITPD, and ISSA must be utilized.

  5. Critical Assumption and Constraints • Utilization of current infrastructure is essential to performance. • Two additional CPUs to be purchased in order to support additional estimated traffic. • Personal Resources Key to Development & Execution • Nine employees • Two managers – one tech, one project manager • One QA team • External resource access if necessary

  6. Analysis of Option and Recommendation • Economically, the CTO/Oracle Enhancement Project will significantly increase overall sales and traffic generation. • Operationally possible through thorough coordination between e-Solutions, ITPD, and ISSA departments and resources including a full time technical project manager. • Technology and in house resources exist to see this project successfully to completion. • Upper management has determined the project to be economically, technically, and operationally sound and given the go ahead to develop.

  7. Preliminary Project Requirements • Current infrastructure contains the following three layers and can support 3900 orders per day. This infrastructure will be utilized to support expanded functionality proposed in this project: • 6 Web Servers (each having 2 CPU’s) • 3 Application Servers (each having 8 CPU’s) • 2 Database Servers • Two additional CPUs will be needed in order to accommodate additional traffic during peak periods. • A total of nine employees, two managers, and one QA team, are tasks with action items during the project duration. • Additional support required from ISSA and ITPD is available as deemed necessary.

  8. Budget Estimate and Financial Analysis • Budget Estimate Estimated salary cost for use of employee resources is $98,400. Two additional CPUs at a cost of $100,000 will be needed in order to accommodate additional traffic during peak periods. • Financial Analysis Approximately $40,000 increase in revenue per day during peak season of September through December. Approximately $20,000 increase in revenue per day during off peak times, January to August.

  9. Schedule Estimate • The project is estimated to take 1,192 hours and 58 days. • Project kick-off April 29, 2003 • Project completion July 14, 2003

  10. Potential Risks • Risk Identification • During the peak season, if the load reaches beyond the threshold limits, the entire system may reach full capacity and may be rendered unusable for that time period. • Given the number of people and groups necessary for the success of this project, communication and effective planning will be key to overall success. • Risk Planning and Control • Two additional CPUs will be needed in order to accommodate additional traffic during peak periods. • Communication management strategy will be assessed weekly to ensure all parties are properly communicating and informed of project status.

  11. Exhibits Exhibit A – Financial Analysis

  12. Exhibits Exhibit B – Design Mock-ups

  13. Exhibits Exhibit C – Project Schedule

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