PLANNING PHASE

Welcome to the foundational stage of SHOENIVERSE's Employee Information System (EIS) development journey—the planning phase. In this crucial step, we lay the groundwork for a comprehensive and efficient system that will streamline HR processes, enhance employee management, and contribute to the overall success of SHOENIVERSE.

During the planning phase, meticulous attention is given to defining project scope, setting objectives, and identifying key deliverables. One of the pivotal tools employed in this process is the Critical Path Method (CPM). CPM serves as a strategic guide, assisting project managers in determining the most critical tasks and their interdependencies. This method enables us to create a comprehensive project timeline, identifying the longest path of tasks that, if delayed, could impact the overall project completion.

In the context of SHOENIVERSE's EIS, the planning phase acts as a compass, ensuring that every aspect of the project is thoroughly considered and aligned with organizational goals. CPM, as an integral component, facilitates the identification of critical tasks and helps prioritize efforts, reducing the likelihood of bottlenecks and delays.

As we embark on this journey to implement the Employee Information System, the planning phase, guided by the Critical Path Method, serves as a strategic roadmap, steering us towards a successful and timely project delivery. Through meticulous planning and a focus on critical paths, SHOENIVERSE aims to usher in a new era of operational excellence and employee management.

This is the second minute of meeting Of the SHOENIVERSE:

The Target week of the system finished is 48 weeks and it is within a year.

This is the tentative schedule for the planning phase:

CPM METHOD

                                                                         

ACTIVITY A: IDENTIFY PROBLEMS

ACTIVITY B: PREPARE SYSTEM PROPOSAL

ACTIVITY C: PLANNING PHASE

ACTIVITY D: ANALYSIS PHASE

ACTIVITY E: DESIGN PHASE

ACTIVITY F: IMPLEMENTATION PHASE

ACTIVITY G: FINALISE PROJECT

ACTIVITY H: MAINTENANCE PHASE

ACTIVITY I: CONTROL PHASE

ACTIVITY J: PROJECT SUMMARY REPORT AND CLOSE OUT

The entire project is estimated to take 43 weeks to complete. In a calendar year with 52 weeks, this leaves a buffer of 9 weeks for unforeseen delays or issues. 

The Critical Activities is the activities that directly influence the overall duration of the project. If any of the critical activities are delayed, the entire project timeline will be extended. In EIS, activities B, C, D, E, F, H, and J are critical because there is no slack or extra time associated with them. They need to be completed on schedule to avoid delaying the project.

Slack or float refers to the amount of time an activity can be delayed without delaying the entire project. In EIS, activities A and G have slack because there is extra time available after completing these activities before the next dependent activities begin.

Activity A is identify the problem of the company. This activity can be delayed by its slack time without affecting the project's overall completion time. It is not critical to the project's timeline.

Activity G is finalise the project. Similar to Activity A, this activity has slack, meaning there is flexibility in its completion time without impacting the overall project duration.

As conclusion, critical activities are those that must be completed on time to ensure the project finishes within the 43-week timeframe. Activities with slack have some flexibility in their completion time without affecting the project's overall schedule. It's important to monitor critical activities closely to prevent delays and to use the slack in non-critical activities to absorb any unforeseen issues or delays that may arise during the project.