Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) is used to simplify and organize the important activities of the RFID project in a systematic way. WBS is the essential first step here, as we will use this structure to prepare the project schedule, calculate the budget, and perform the risk assessment of the individual tasks. It also helps us allocating the resources and assigning responsibility to the project stakeholders more effectively. We understood the importance of this exercise and so had subsequently held three separate meetings in November/December 2010 to brainstorm the details of WBS. A mind map is created using the online software Mind Meister. Although this software is powerful and easy to use, it only allows three free mind maps and we need to buy the license after 30-day trail period.

Overall, we decided to divide the project into six main elements: Plan, Process, Hardware, Software, Test, and Deployment. A maximum 2 sub levels will be included so that we could have better control of the overall progress. A mini-project could always be formed for the individual tasks if necessary.

• In the planning stage, we need to do project scoping, budgeting, scheduling, risk analysis, and forming of a steering committee to drive the project and the change management.

• For the process, we need to do a detailed mapping and simulation of the current manual process and the proposed RFID process. Sensitivity analysis will need to be conducted to understand how far we can tolerant the deviation of the simulated results.

• For the hardware, we need to determine the specifications, decide on the vendors, modify the existing warehouse layout, install the RFID equipment, prepare documentation, and train the stakeholders to run the hardware correctly.

• For the software, we need to integrate the RFID with the existing JD Edwards system. Hence, we need to select the right consultant, pick the right middleware, redesign the JD Edwards system code, migrate the RFID data to new server, prepare the documentation, and train the stakeholders to use the software efficiently.

• In the pilot testing, we must design the acceptance test in such a way that it will reflect all possible scenarios during full-scale implementation. If any errors are found during the acceptance test, we need to troubleshoot and provide remedies to fix the problem.

• In the final full-scale deployment, we have to make sure the right KPIs are established to sustain the benefits of the RFID. In addition, we need to ensure that the new system will be maintained and monitored periodically. A team should be set up to continuously drive the improvement plan of the system so that RFID benefits can be maximized at all time.

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