Company Background

ZALORA is the leading name in online fashion

shopping, carrying an ever-expanding line-up of local and
international brands tailored for consumers in the region.
Our selection of over 50.000 products covers every aspect
of fashion, from skirts to dresses, sneakers to slip-ons,
sportswear to watches and so much more

Problems and Solution

User often cannot find the items they are looking for in online stores, in this case Zalora.
There are 2 possibilities that can make this problem occur. First, the items are not sufficiently tag
resulting in not a very accurate result. Second, customer not knowing the exact name of a product.
So, our group has ideas for improving the search features in Zalora.
User can upload or take a picture in Zalora app, to look for similar products in the Retailer’s
catalog in a blink of an eye. This paves the way for much better product discovery experience, as
shoppers don’t need to wander through endless sub-categories to find that leopard print furry coat
– especially that in many cases they may not even know how it’s called what they are looking for.

Organizational Goals and Strategy

Goals: To become the biggest online clothing retail
Strategy:
1. Increase sales of existing products
2. Increase the size of geographical area served
3. Increase customer conversion

Business Cases
1. Measurable Organizational Value (MOV)
2. Cross-Functional Business Case Team

Others:
Business Analyst | Database Administrator | Human Resource | Marketing |Finance

3. Alternatives for Zalora

a. Image Recognition
b. Voice Recognition

We choose Image recognition as one of our alternatives for Zalora to find new ways
of adapting to these new search trends, while better monetizing their efforts and converting
browsers into buyers. Image recognition provides a solution to this, based on algorithms
that analyze images and help optimize tasks such as identifying, tagging and classifying
every apparel, thus making customers experience and retailers job much easier.
Image recognition solutions allow customers to scan a picture taken from a fashion
magazine or a print ad and instantly land to the product page where they can buy that exact
item. Customers can finally forget about scanning QR codes, looking up links manually,
or tediously searching for specific brand names or describing clothing items in the store or
search engine.

4. Feasibility and Risks

a. Feasibility
- Economic feasibility
System Costs:
 Development Costs
 IS Personal, consultants
 Hardware, software procurement
 Data conversion
 Production Costs
o Operation and maintenance
o Software / hardware upgrading
 - Technical feasibility
 Ability to construct system
 Greater returns from riskier projects
o Fail to attain benefits,
o Cost/time overruns
o Inadequate system performance levels
o Unable to integrate with existing hardware and software

- Organizational feasibility
 how much time is available to build the new system, when it can be built,
whether it interferes with normal business operations, type and amount of
resources required, dependencies, etc
 proximity with engineers to sharing their knowledge about the process

b. Risks
- Identification – This feature depends on user’s camera quality, the mobile services
quality, and minimum version of the operating system.
- Assessment – Can not detect the image that user wants to detect
- Response – Set the minimum OS of android (7.0). The camera must be 10mp or
higher

5. Image Recognition Analysis

- Payback
Payback Period = Rp 590.984.000 / Rp 1.334.160.000
= 0,44 Years (4 month)

- Costs

- Return on Investments
Project ROI = (Rp 1.000.000.000 - Rp 590.984.000) / Rp 590.984.000
= Rp 409.016.000 / Rp 590.984.000
= 0,69 %
 - Net Present Value

The Project Organization and Resource

- Matrix
Organizations can be structured in various ways,
and the structure of an organization determines how it
operates and performs. The matrix structure is a type of
organizational structure in which individuals are grouped
by two different operational perspectives simultaneously;
this structure has both advantages and disadvantages but
is generally best employed by companies large enough to
justify the increased complexity. Our project requires
people from more than one division and we believe, in
Zalora, they have already form the division.

Advantages:
Proponents of matrix management suggest that
this structure allows team members to share information
more readily across task boundaries, countering the “silo”
critique of functional management. Matrix structures also
allow for specialization that can both increase depth of
knowledge and assign individuals according to project
needs.

Disadvantages:
A disadvantage of the matrix structure is the increased complexity in the chain of command
when employees are assigned to both functional and project managers. This increase in complexity
can result in a higher manager-to-worker ratio, which can in turn increase costs or lead to
conflicting employee loyalties. It can also create a gridlock in decision making if a manager on
one end of the matrix disagrees with another manager. Blurred authority in a matrix structure can
result in reduced agility in decision making and conflict resolution.
The Project Outsourcing Model – selective outsourcing
- Companies have access to operational knowledge and ability to control the supplier
- Offers flexibility to adapt and improve as per changing market and technological demands
- Selective outsourcing facilitates improved performance and cerates lesser dependency on
supplier

Quality Management Plan

Quality is planned for and managed through the “Plan-Do-Check-Act” cycle for project execution,
program management, and business processes. The Project Manager (PM) is responsible for:
 Documenting customer expectations and consensus quality management objectives at a
project-level that supports the implementation of the PMP.
 Utilizing the expertise of their project delivery teams to determine the procedures necessary
(such as independent technical review) to achieve the target level of quality.
 Ensuring the customer endorses all quality objectives included in the Quality Management
Plan.
 Understanding the customer’s role in project success; the PM’s relationship with the customer
is pivotal to providing quality service
 Working with the customer early in the Project Scope and Customer Requirements Definition
Process to determine customer needs, and refining those requirements in light of safety, fiscal,
schedule, and other constraints; considers the cost/benefit of all quality improvements.

The Project Delivery Team (PDT) is responsible for:

 Delivering a quality project
 Performing an active role to ensure the customer's quality objectives are clearly articulated
and that the customer understands the essential professional standards, laws, and codes which
must be incorporated into the project
 Monitoring the quality of their own work
 Keeping the commitments for completion of their portion of the project, as documented in the
Quality Management Plan

The Resource Provider(s) is responsible for:

 Monitoring the quality of the products and services produced by their team members serving
on PDTs or the contractors they use to supplement their in-house capability
 Teaching, coaching, mentoring and training staff so that they have technically competent staff
to assign to PDT’s
 Participating in selection of outside consultants and service/goods providers to ensure they are
qualified to perform assigned work
 Assigning team members to project teams commensurate with their ability and experience
 Consulting with PDT members on a periodic basis to get feedback and make adjustments as
necessary
 Ensuring that there are processes in place and qualified staff or contractors are available to
guarantee that an independent technical review is conducted
Distribution of Information and Data - Communications to all project
- Stakeholders
- Project Delivery Team (PDT)
- Project Manager (PM)
- Resource Provider(s)
- Ownership

Quality Management Relationships

Project Risk Management
- SWOT Analysis
Strengths Weakness
+ The Feature is still uncommon in most - It requires a lot of data of one product.
e-commerce. - It requires a certain camera quality
+ It gives a more accurate search result
Opportunities Threats
+ New type of technology that can enhance this - Hacker / cracker
project - Others company might copy this feature
+ Lack of dominant competition

Risk Impact Table

Ranking Table
Stakeholder Analysis Table
Stakeholder Interest Influence Potential Role Objective Strategy
Conflicts
Rais Yashna +1 3 Resource Project Lead and Work
not made Manager manage the closely with
available project in project
as order to stakeholder
promised achieve the and project
by MOV team
functional
managers
Galih +1 5 Galih will Project Support the Meet Galih
cancelled Sponsor technical as soon as
his fund if resource for possible
there is no this project when there
progress is a new
every 2 progress
weeks
Joey -1 1 Joe is busy IT Developed Get Joey
with Manager and involved
several implemented early. Try
initiatives the to
that he application demonstrate
believes why this
are higher project is so
priorities important
to the
company
Romanov +1 5 Romanov CEO Monitor and Make sure
is a high controlling that every
temper the company steps is
done right
and on time
Nur Anisa -1 1 Perfection System Plan, Make a
and have a Analyst organize, check list
high and and priority
attention recommend scale while
to details the software doing every
and system step in
that can project
achieve the
company
requirements
Work Breakdown Structure
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
WBS/Time Date in Days Role
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1.0 Specification
1.1 Project Scope Definition 13 - 25 Jan 13 Project Manager
1.1.1 Deliverables 13 - 21 Jan 8 Project Manager
1.1.2 Functionality and Data 22 - 23 Jan 2 Project Manager
1.1.3 Technical Structure 23 - 25 Jan 3 Project Manager
1.2 Requirement Collection and Analysis 26 Jan - 1 Feb 7 Front-End Developer & System Analyst
1.2.1 Approach 26 Jan - 1 Feb 7 Front-End Developer
1.3 Cost Estimation 2 - 15 Feb 14 Project Manager & Finance
1.3.1 Direct Costs 2 - 6 Feb 5 Project Manager & Finance
1.3.2 Indirect Costs 7 - 15 Feb 9 Project Manager & Finance
1.4 Project Scheduling 16 - 21 Feb 6 Business Analyst
1.4.1 Gantt Chart 16 - 21 Feb 6 Business Analyst
1.5 Risk Analysis 22 Feb - 8 Mar 15 Business Analyst & System Analyst
1.5.1 Risk Source 22 Feb - 3 Mar 10 Business Analyst & System Analyst
1.5.2 Probability of Risk Occurrence 4 - 6 Mar 3 Business Analyst & System Analyst
1.5.3 Risk Impact 7 - 8 Mar 2 Business Analyst & System Analyst
1.6 Project Feasibility 9 - 19 Mar 11 Project Manager
1.6.1 Technical Capability 9 - 13 Mar 5
1.6.2 Budget 13 - 14 Mar 2
1.6.3 Legality 14 - 19 Mar 6
2.0 Design 20 Mar - 2 May 44 UI/UX Designer & System Analyst
2.1 Delivery Platform Selection 21 Mar - 3 Apr 14 UI/UX Designer
2.2 Development Tools Selection 3 - 5 Apr 3 UI/UX Designer
2.3 Component Architecture 6 - 9 Apr 4 UI/UX Designer
2.4 System Modelling 10 - 15 Apr 6 UI/UX Designer
2.5 Storyboard 15 - 17 Apr 3 UI/UX Designer
2.6 Database Design 18 - 26 Apr 9 UI/UX Designer & System Analyst
2.7 Interface Design 27 Apr - 2 May 6 UI/UX Designer
3.0 System Implementation 3 - 15 May 13
3.1 Database Implementation 3 - 9 May 7
3.2 Interface Implementation 10 - 15 May 6
4.0 Testing 16 May - 5 jul 51
4.1 System Testing 16 May - 1 Jun 17
4.2 User Testing 1 - 5 Jun 5
4.3 System Rework 5 Jun - 2 Jul 28
4.4 System Development 3 - 10 Jul 8
5.0 Project Close Out 11 Jul - 12 Aug 33
5.1 Summative Evaluation 11 - 12 Jul 2
5.2 Release Notes 13 - 24 Jul 12
5.3 Packaging 25 Jul - 4 Aug 11
5.4 Product Support 4 - 12 Aug 9