Launch Management

ARS launch management system will include 4 standard steps:

1. Spot potential problems. These problems may include problems selling trial installation

to prospective clients, software, and hardware or networking issues, similar products developed by competition, business volume may exceed system capacity, hardware mishandling resulting in safety problems, etc.
2. We, then, select control problems that are more likely to impact ARS launch.

3. Contingency plan is developed for each of these problems 4. The trigger points specified in tracking system will enact specific contingency plan. The launch management plan detailing these steps is presented below:

Potential Problem Tracking 1. Potential costumers are Tracking by establishing a not purchasing trial system installations series of 10 follow-up calls

Contingency Plan The contingency plan offers special follow up calls offering

per week to prospective clients 50% discount on installation who expressed interest in promotional material. There must be trial orders coming from at least 30% of these and support and maintenance services.

2. Software or hardware fails at higher rate than expected

contacts Tracking by the number of service calls or email request for service. More than 10 calls per location within first quarter indicate a problem coming about.

The contingency plan offers alternative software with similar features, alternative robotic delivery units; networking and routing can be redone to prevent errors from happening again. The contingency plan involves more aggressive marketing campaign involving discounts, promotions and advertising. Continue developing new features and cost efficiency based on competitors offerings.

3. Chief competitor have developed similar product and ready to launch it

Non-trackable situation. Follow up with competitors moves closely through suppliers and media.

This contingency planning is a part of what ARS team sees as successful product development plan. These potential problems are seen as highly unlikely and their tracking and contingency planning is seen as a required part of the launch management plan, not as something that ARS team anticipates to happen. It is ARS preference to develop these contingency plans to ensure product success in each and every aspect. These potential problems are not seen as objections to launch.

If all fails and ARS does not perform at level considered adequate according to selected criteria, then the product would be deleted or replaced with a substitute. The criteria for ARS performance include market share, growth rate, and profit margin. The analysis conducted at this stage would determine whether the product should be frozen, sold off, modified or completely eliminated. Creating a substitute product, repositioning it , targeting different markets all can be seen as further options should ARS product be abandoned. ARS launch team will follow the following steps when orchestrating ARS launch: 1. Identify and unify the dozens of elements necessary to a successful product launch. 2. Establish a communications plan for each distinct audience including key messages, breakdown of tactics by audience and all creative elements. 3. Create a schedule so communications with key audiences occur at the right time and tactics with longer lead times remain on schedule. This master schedule must include production timeframes, of course, but also key dates for communicating with partners along the channel. 4. Develop benchmarks for success and monitor them throughout implementation. Each objective must be as specific and concrete as possible.

In addition to identifying launch tactics and tailoring them to particular segments of target market ARS launch team will ensure that A-T-A-R requirements are fulfilled to ensure successful adoption of the product. ARS marketing campaign will be designed to build awareness about the product among restaurant companies and general population alike. Limited trials will be put in place for prospective clients to discover the benefits of the system. Potential barrier to trials may be linked to some constraints. These perceived constraints can be expressed

in terms of high relative advantage and low compatibility. Incompatibilities are mostly perceived in terms of restaurant values and some technical aspects. ARS launch tactics will employ various forms of announcements aiming to reduce negative perceptions about product limitations and stress ARS advantages.
Project reporting will be detailed in project communications plan. Issues and problems will be addressed at weekly and monthly meetings as well as communicated to all concerned stakeholders via status and progress reports. The format, frequency and delivery of performance reports and other memos will ne specified in communications plan with consideration given to stakeholders preferences and their level of involvement in particular aspects of the project. Risk management plan will focus on certain events that may become issues and risk triggers will be set up to surface these issues. Furthermore, risk ledger will assign risks to the owners and establish communication channels between stakeholders to address these issues. Contingency action plan will be develop to address all identified risks. Risk management plan shall be an important tool in tracking any outstanding issues to mitigate any risks associated with them. Risk Impact (High, Medium, or Low) Medium Actions to reduce the risk Revise all contractual obligations, brainstorm for errors, and seek for ambiguous items. Include all individual impacted by the project, evaluate them for power and influence, update stakeholder list frequently. Search for ambiguities, reword fuzzy Contingency plan if the risk occurs Report ambiguity to stakeholders, update and clarify contract items in question Enter new stakeholder, evaluate for power and influence; update communications plan, risk management plan and affected project knowledge areas Present findings on project objectives to Responsible Project Team Member PM

Contract risks (not clear, ambiguous requirements, omitted items)

Stakeholder risk (not identified, underestimated, evaluation mistakes)

Low

PM

Business requirements are unclear (goals,

Medium

PM

objectives are fuzzy)

statements. Make sure that project goals are SMART

Cost is under(over)estimate d, reporting requirements not clear

Medium

Involve consultant if more expertise is needed.

Risk is not identified, missed task relationship, WBS errors

Medium

Revise and update WBS constantly, enforce all task relationships, look for secondary risks

Tasks are delayed or behind the schedule

Medium

Set up contingency funds to add resources to high risk tasks to keep them on schedule Avoid fast tracking unless absolutely necessary

Time sequences errors, difficulties with running parallel tasks, etc

Medium

Delays with project

Low

Make sure that

client and clarify all ambiguous items, have specific recommendatio ns to constraint changes Adjust cost estimate if fluctuation is insignificant. Precede with alternative system elements to keep cost within project budget. Update WBS, review all task and relationships that have changed as a result. Communicate changes to stakeholders. Adjust project management plan as necessary. Update WBS, speed up project activities if possible, utilize slack time, crash through certain tasks to keep project within schedule. Update WBS, reassign recourses. Communicate changes to those stakeholders who are affected. Utilize conflict

Accountant

PM

PM

PM

PM

findings, senior stakeholders conflicts

Installation problems, installed components fail to integrate with existing system

High

Network failure, lack of expertise, lack of technical knowledge

High

sponsor and senior stakeholders sign the charter and agree on project schedule. Monitor stakeholder communication s, look for any warning signals. Conduct indepth integration analysis, determine all technical requirements, and enlist additional expertise. Enlist additional expertise to ensure that all questions are answered.

resolution approach appropriate in a situation (collaboration, compromise, confrontation). Mediate senior stakeholders' conflict. Force the issue if time is crucial for success. The contingency plan offers alternative software with similar features, alternative robotic delivery units; All wiring and network must be redesign based on findings to ensure no further problems

Network engineer

Network engineer