An Analysis of Project Management Methodology as Applied to Demand Forecasting Software Implementation within a Leading Apparel Corporation

Abstract

The purpose of this study was to identify formal project management methodology as well as to investigate a forecasting software implementation project. As companies face challenges of improving supply chain performance and creating cost effective business strategies, projects emerge for process improvement. Formal project management has developed to successfully guide and complete projects of any kind on time and on budget, but also to incorporate change management for thorough alignment. The Project Management Institute's® methodology provided the conceptual framework for this study.

A sample of one software implementation project from a division of an industry-leading apparel manufacturing and marketing corporation was examined. Using a case study approach, project team members were interviewed via an email questionnaire. Respondents were asked to identify and explain the components of formal project management that were developed and used during the software project.

Results determined the extent to which PMI's® project management methodology was utilized. Conclusions successfully identified portions of the framework that would have benefited the project, including risk and quality planning. There must be a single project manager that assumes complete responsibility for project decisions, rather than sharing the role among three project managers. Project team members must not carry dual employment responsibilities, but should be able to focus only on project duties. Additional technical resources both in people and hardware, including a test environment are needed for future similar projects. Complete senior management commitment is essential for future projects.