Work Breakdown Structures

Estates Asset Management Project

Project Summary & Business Need I work for a food grocery chain company with a network of 206 hypermarkets and supermarkets across Saudi Arabia. Since 2018, the company has implemented an ambitious transformation program that involves several projects including primarily the one that I will address here and focus on throughout the coming weeks: Estates Asset Management Project. The company has 206 stores within its real estates. These grocery stores are maintained on a reactive basis. Some of them are checked and maintained on a proactive basis and in line with the requirements by government and regulatory agencies. The management and record-keeping of these assets are key not only from a compliance perspective but also with regard to the performance and efficiency of the stores. In other words, some of the stores have retained strong sales performances while others have diminished significantly in the past five years. As a result, the profitable supermarkets must now be extended to hypermarkets and the failing hypermarkets will be refitted to small supermarkets. Prior to the commencement of this project, the stores, and their management details were incomplete, stored in a variety of spreadsheets that were time-consuming to maintain, and sat in isolation from any other vital information needed for decision-making purposes in the company. The overall objective of the project is to drive towards total lifecycle asset management with improved reactive and proactive maintenance services as well as the effective renovation of the stores based on their performance records over the past five years. Project Challenges There is a lack of structured governance and the unavailability of accurate data needed for a full description of the project requirements in every single store. This unfortunate operating environment for the stores is a result of poor system documentation of the existing solution and inconsistent understanding of the system by all business units within the company. The data and knowledge are only available with the real estate team who owns it in spreadsheets for their own use but in isolation from a well-governed decision-making process needed in the company. The varying location of each store and the associated environmental differences in all of this project's specifications are another obstacle, which may result in conflicting findings requiring further inquiries, solution development, and rectification, as well as re-deployments and testing, all of which have a potential effect on the timetable of the project. There is a difficulty to control the project scope from one store to another due to the dissimilarity of estate requirements leading to the need for project additional resources and ongoing scope changes. For Asset Maintenance and improved compliance and resilience there is a need to have “joined up” asset data in one system application to improve accuracy and reliability, along with the need for the building store asset information to be available to the Real Estates department and teams who have dependencies on the use and management of these assets. These teams include members in the Operations, HR, and Marketing Departments.

Scope of the Project

The scope of this project comes from the implementation of ARCHIBUS, a Software to manage facilities. It was agreed that the collection of hypermarkets and supermarkets estates data and any migration / integration of that data would be done under this project.

In Scope

· Deliver a system solution that allows the (Hypermarkets & Supermarkets) Estates Asset Management team to capture, record, and store the current data about the estates as well as maintenance status of the company’s 206 stores

· Migrate the spreadsheet-based asset collected data to the ARCHIBUS Environment

· Migrate the captured offsite asset data to the Live on ARCHIBUS Environment

· Deliver Estates Asset Management Module to the Live ARCHIBUS Environment

This project will be delivered in three steps to help meet business needs and timings

Step 1 – cleanse the data and deliver the asset captured data from the various old and new spreadsheets into the ARCHIBUS Test Environment

Step 2 - deliver the asset captured data from ARCHIBUS Test Environment into the ARCHIBUS Live Environment

Step 3 – deliver the activation of the Estates Asset Management Module to the ARCHIBUS Environment.

Objectives

1. Proactively managing and mitigating any risks associated with the data migration and activation of the Estates Asset Management module including: 

· Environment Stability, Resilience, and Storage Capacity 

· Integrity 

· Availability 

· Live data change corruption or loss 

· Reduction in user performance 

2. Proactively identifying and managing any risks / impact to the new system to ensure smooth migration and implementations. 

3. Deliver tested (system and user) mobile collected Asset Management data to the Live ARCHIBUS Environment. 

4. Successfully complete and close off delivery of agreed in scope.

5. Support migration of existing data within ARCHIBUS live environment to align with new asset data.

6. Support and agree scope for data cleansing.

7. Governance and prioritization of emergent issues in the course of project implementations

8. Align the project to the company’s Estates Management Strategy. 

Cost of the Project

The current estimate is 206 days, spread across IS applications, to take account of IS resourcing, additional workshops, meetings, and additional migration into ARCHIBUS Live Environment.

Cost

· $85K (including VAT) for the software purchase and implementations

· Addition $13 (including VAT) is estimated as a one off cost for the activation Estates Asset Management Module with a $6.5K (including VAT) Annual Support cost and $4.5K is estimated for external consultancy services for the data migration and support of the old and new data reconciliation.

Project Risks

Key Project Risks are:

1. Changes to agreed scope could adversely impact project delivery.

2. Data being moved into the live environment may adversely impact system performance.

3. Database schema table mismatching between hosted and live environments.

4. Dependency on the ARCHIBUS Software including shared technical resources.

Project Stakeholders

Stakeholder	Role
CEO	Project Board Chairman
VP-Business Support	Project Sponsor Board Member
Chief Information Officer	Project Sponsor Board Member
Real Estates Director	Project Manager Board Member
VP-Operations	Project Team Board Member
System Operations & Infrastructure Director	Project Team
Regional Operations Managers (6 people)	Project Team
Real Estate Senior Coordinators (4 people)	System Users
Operations Regional Coordinators (6 people)	System Users
Store Managers (206 hypermarkets & supermarkets)	System Users
ARCHIBUS	Software Supplier
Learning & Development Manager	Training Team
PMO team	Change Team

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