The aim of current report is to critically evaluate a Non-Core Asset Disposal Database recently implemented in the Organization in a Pilot mode to replace the existing Excel spreadsheet system and based on the findings to make a recommendation to Company Management whether the current system should be extrapolated all over Organization in a regular working mode or the Pilot is inefficient and should be stopped.
Updated DeLone and McLean IS Success Model was used to identify and analyze Non-Core Assets Disposal Database “net benefits”, which were identified as POSITIVE, and led to the conclusion that the System Use increase will be associated with more User Satisfaction.
Company Management(key Project Stakeholders), ...view middle of the document...
$ per annum), in addition to that an optimized process of Non-Core Asset Disposal will allow to achieve the goals set by Board of Directors for shifting to Core Business sooner and maximizing profit to shareholders.
For Project success, it is important that the Regional Users Training on new Data Base is completed on schedule, Program Software is installed widely and Integration Process gone smoothly with adequate revenue -based KPIs inserted into Subsidiary Performance Contracts for 2009.
Introduction \Brief Review
Non-Core Asset Disposal Database, operated in Moscow and Regions provides data collection from subsidiaries with the required level of detail, analyses of the structure and control over assets movement.
The Pilot Project goal is to replace existing Excel spreadsheet system with a Sharepoint based system that allows access for multiple users from Moscow and Regions.
It is a fast non-CVP solution to provide required functionality for about one year when Company Database solution is likely to be available. (see :Attachment 1 Database Snapshot)
The essential feature of data base is system confidentiality due to presence of data obtained for sales of assets in the system, which is commercially sensitive.
The Project Success criteria identified by its stakeholders are:
• System implementation ASAP ( preferably within 2 months)
• Project Delivery within Budget
• Rapid response for regional users.
The Major Project Risks and Dependences are:
• Delay in project due to security requirements
• Project overlaps with existing Companies Database initiative resulting in delay of one or both projects
• Scope required may results in budget increasing.