Financial Systems Offshore Outsourcing Project Plan for Riordan Manufacturing, Inc.
Financial Systems Offshore Outsourcing Project Plan for Riordan Manufacturing, Inc.
Financial Systems Offshore Outsourcing Project Plan for Riordan Manufacturing, Inc.
Table of Contents
Executive Summary 3
Project Objective 4
Mission Justification 4
Project Description and Task Management 5
Resource Requirements 6
Project Communication Plan 6
Change Management Plan 7
Risk Management 8
Project Measurement 10
Best Practices 11
Project Closure Process 12
Project Audit Process 13
Project Summary 13
References 15 Financial Systems Offshore Outsourcing Project Plan for Riordan Manufacturing, Inc.
Executive Summary
Riordan Manufacturing, Inc., with corporate headquarters in San Jose, California, acquired three production facilities: located in (a) Pontiac, Michigan, (b) Albany, Georgia, and (c) a joint venture in Hangzhou, China. Currently, none of the offices use the same financial and accounting software. Although this situation remains transparent to customers because each office maintains its own invoice, billing, and payments system; Riordan needs to achieve seamless compatibility among all offices to comply with new government reporting requirements and to streamline labor intensive general ledger and income statement and balance sheet consolidated closure each month. To achieve these business objectives Riordan plans to outsource its financial and accounting processes to an offshore location. Technology offshore outsourcing can be defined as the contracting of information technology (IT) services from foreign counties. In today's marketplace, both large and small organizations use outsourcing to stay competitive.
This project plan has been developed to identify expected project outcomes, however; when a project is initially considered, there are many uncertainties in both the expected benefits and the estimated risks. Cost savings, process efficiencies, and better resource management have been designated positives in the decision to
Financial Systems Offshore Outsourcing Project Plan for Riordan Manufacturing, Inc.
Table of Contents
Executive Summary 3
Project Objective 4
Mission Justification 4
Project Description and Task Management 5
Resource Requirements 6
Project Communication Plan 6
Change Management Plan 7
Risk Management 8
Project Measurement 10
Best Practices 11
Project Closure Process 12
Project Audit Process 13
Project Summary 13
References 15 Financial Systems Offshore Outsourcing Project Plan for Riordan Manufacturing, Inc.
Executive Summary
Riordan Manufacturing, Inc., with corporate headquarters in San Jose, California, acquired three production facilities: located in (a) Pontiac, Michigan, (b) Albany, Georgia, and (c) a joint venture in Hangzhou, China. Currently, none of the offices use the same financial and accounting software. Although this situation remains transparent to customers because each office maintains its own invoice, billing, and payments system; Riordan needs to achieve seamless compatibility among all offices to comply with new government reporting requirements and to streamline labor intensive general ledger and income statement and balance sheet consolidated closure each month. To achieve these business objectives Riordan plans to outsource its financial and accounting processes to an offshore location. Technology offshore outsourcing can be defined as the contracting of information technology (IT) services from foreign counties. In today's marketplace, both large and small organizations use outsourcing to stay competitive.
This project plan has been developed to identify expected project outcomes, however; when a project is initially considered, there are many uncertainties in both the expected benefits and the estimated risks. Cost savings, process efficiencies, and better resource management have been designated positives in the decision to
References: Gilb, T. (2002). Risk management: A practical toolkit for identifying, analyzing, and coping with project risks. Software Quality Professional, 4 (4), 6. Retrieved on November 18, 2005 from ProQuest Computing. Gray. (2005). Project Management: The Managerial Process (3rd ed.). New York: McGraw-Hill. Nickols, F. (2004). Change management 101: A primer. Retrieved on November 20, 2005 from http://home.att.net/~nickols/change.htm Paul. G.P. (2005). It 's your move. PM Network, (19)4, 34-38. Verwey, A., Comninos, D. (Jan 2002). Business focused project management. Management Services, 46(1), pg. 14, 8 pgs. Retrieved November 5, 2005 from ProQuest database.