BRM Tool

Name	OBS	Owner
Replacement of material handling equipment	Automotive Division	Michael Jones
Replace mainframe computer	Aerospace Divisoin	Louise Kovacs
Upgrade LAN in the factory area	Information Technology	Sheldon Kraft
New vintage cars replacement parts	Automotive Division	Michael Jones

Active

Priorities

Planned

Actual

Baseline

Note: The date field must have the format dd/mm/yyyy

Predecesors

Initiative	Relation

Successors

Initiative	Relation

Method name

Project Costs	Project Costs in $k	Assumptions
Internal Resources in FTE-Months	$0
Vendor Resources in FTE-Months	$0
Hardware/Software, other	$0
Total project cost:	$0

Production Costs	Project Costs in $k	Assumptions
	$0

Actual Year	Cost $/yr	2012	2013	2014	2015	2016
Project Cost	$0	$0	$0	$0	$0	$0
Production Cost	$0	$0	$0	$0	$0	$0
Total Investment	------	$0	$0	$0	$0	$0

Project cost				Project cost $k	Assumptions
Resource Type	Average FTEs	Total Months	FTE Cost $/mth	Project cost $k	Assumptions
			$7,550	$15,100
Hardware Costs for the project in $k
Software Costs for the project in $k
Other costs (travel, training, printing, not staffing or IT) in $k
Total project cost with no contingency			$15,150
			% Contigency	Total Contigency
Contingency (due to high level estimate)				0$
Total project cost with contingency			$15,150

Production Costs				Project cost $k/year	Assumptions
Resource Type	Average FTEs	Total Months	FTE Cost $/mth	Project cost $k/year	Assumptions
			$20,000	$4,800
Incremental cost of services for transactions .		Transactions/yr	Cost $/transac
Incremental cost of services for transactions .				$240
Hardware Costs for the project in $k/year
Software Costs for the project in $k/year
Other costs (travel, training, printing, not staffing or IT) in $k
Total project cost with no contingency			$5,062
			% Contigency	Total Contigency
Contingency (due to high level estimate)				0$
Total project cost with contingency			$5,062

Year	Planned	Baseline	Actual
2012
2013
2014
2015
2016

Source of risk	Type	Description and guidelines
Government of legislative influence	Business	Probability or impact of government or legislative changes affecting project objetives (Low impact / medium impact / high impact)
Interdependece with other company initiatives	Business	Degree that this project relies on, conflicts with, or is required by another critical company initiative or project (Low / Medium / High )
Requirements conflicts from customers	Business	All customers have same requirements (same needs / different but not conflicting needs / confliciting needs)
Customers decision makers	Business	Number of customers desicion makers involved in projects (1 - 3/ 4-6 / more than 6)
User expectations for product	Business	Level of expectations from users on products capabilities (no pre-defined expectations for the product / some experience with alternative products and some expectations of capabilities/ users havfe good experience with competitive existing solution and define expectations)
Magnitude of change to customer	Business	Changes work flow of customer organization (none / minorly / significantly)
Business process understanding	Business	Level of business process understanding (current process is well documented / process documentation is out of date or vague / process is undocumented)
Project objetives	Business	Objetives are defined, verifiable and measurable (especific and reasonable / defined but questinoable / none or not measurable)
Rollout complexity	Business	Complexity of project rollout (implemented only at single site / several sites in relative proximity / multiple sites across country or world)
System dependencies	Business	Whole system is clearly represented (clearly defined and documented dependencies / some parts clear, others not yet examined / no clear plan fot how the whole system comes together)
Data migration	Technology	Data migration from old / other system (little or none / lots of data to migrate, but well structured and documented / lots of data with little understanding of structure)
External hardwares interfaces	Technology	External interfaces required (little or no integration with external hardware / some integration needed / extensive interfaces required)
External software interfaces	Technology	External interfaces required (little or no integration with external software / some integration needed / extensive interfaces required)
Project size and complexity	Technology	Size of project (small, not complex, easily decomposed / medium, some complexity, decomposable / large highly complex, not decomposable)
Technology maturity	Technology	Maturity of technology within industry (tecnology has been in use for some time / technology is well understood / technology is "leading edge")
Influence of executives on vendor selection	Technology	How much influence do the executives or sponsor(s) have in vendor selection (no written or verbal support for any specific supplier / written or verbal mandate for purchasing from a specific su)

Description	Severity	Total Sel.	Business Sel.	Technology Sel.
Not applicable	0.00	2	1	1
Very low	10.00	10	4	6
Low	20.00	4	4	0
Moderate	40.00	0	0	0
High	60.00	0	0	0
Very high	80.00	0	0	0
Extremely high	100.00	0	0	0

Summary	Weight	Values
Business Risk		22
Technology Risk		14
Overall Delivey Risk		18
Risk Classification		Low
Risk Status		0.18

Cut-off-date	Commit date	Overall	Schedule	Cost	Quality	Options
01/09/2012	24/10/2012	Yellow	Green	Yellow	Red

Current

Description	Total	2012	2013	2014	2015	2016	2017
Inflows	$ 38,721.9	$ 0.0	$ 0.0	$ 1,250.0	$ 2,050.0	$ 17,711.0	$ 17,711.0
Outflows	$ 1,100.0	$ 100.0	$ 200.0	$ 200.0	$ 200.0	$ 200.0	$ 200.0
Net Cashflow	$ 37,621.9	$ (100.0)	$ (200.0)	$ 1,050.0	$ 1,850.0	$ 17,511.0	$ 17,511.0
IRR	326.5 %

IRR requires that a negative cash flow is followed by at stream of positive cash flow.

Baseline

Description	Total	2012	2013	2014	2015	2016	2017
Inflows	$ 38,722.0	$ 0.0	$ 0.0	$ 1,250.0	$ 2,050.0	$ 17,711.0	$ 17,711.0
Outflows	$ 1,100.0	$ 100.0	$ 200.0	$ 200.0	$ 200.0	$ 200.0	$ 200.0
Net Cashflow	$ 37,622.0	$ (100.0)	$ (200.0)	$ 1,050.0	$ 1,850.0	$ 17,511.0	$ 17,511.0
IRR	326.5 %

Actual

Description	Total	2012	2013	2014	2015	2016	2017
Inflows
Outflows
Net Cashflow
IRR

Predecessor: Define standard costs

Relation Dependency	Month Lag	Description
Final - Start

Type	Initiative	Active
Transformational	Implement Electronic Kanban
Transformational	Optimize cost of materials
Transformational	Implement advanced design
Transformational	Implement revised admin processes
Transformational	Convert standard designs to new version
Transformational	Redefine admin org structure
Transformational	Implement just in time processes with suppliers
Transformational	Request certifications for large aircraft
Transformational	Develop design skills for large aircraft
Transformational	Implement advanced modeling
Transformational	Install robotic workstations
Transformational	Redefine admin processes
Transformational	Replace legacy admin applications
Operational	Replacement of material handling equipment
Operational	Replace mainframe computer
Operational	Upgrade LAN in the factory area
Operational	New vintage cars replacement parts

Level: 0

Path:

OBS Id	OBS Name	Active
1	Corporate

List of Operational Initiatives