TEAM 10 “RAD”

Social Networking to Enhance the R&D Process

Set 3 Deliverables

Alex Celento, Sam Evans, Lindsay Graffius, Suaad Mohammed, Alex Long, Greg Wuss

4/22/2012

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Table of Contents

Project Charter.................................................................................................................................................... 2

Business Case....................................................................................................................................................... 4

Financial Analysis...............................................................................................................................................9

Proposed Personnel....................................................................................................................................... 11

Team Contract................................................................................................................................................... 13

Stakeholder Register...................................................................................................................................... 15

Stakeholder Management Strategy..........................................................................................................16

Gantt Chart.......................................................................................................................................................... 17

Responsibility Assignment Matrix...........................................................................................................18

Who Does What When Report...................................................................................................................20

Risk Register...................................................................................................................................................... 22

Meeting Agenda for Current Assumptions & Questions.................................................................23

Change Request Form....................................................................................................................................25

Contract and Statement of Work for Outsourcing............................................................................26

Client Acceptance/Project Completion..................................................................................................29

Future Opportunities for Engagement...................................................................................................30

Lessons Learned Report...............................................................................................................................31

Deliverable Website....................................................................................................................................... 33

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Project Charter

Project Title: J&J Social Networking for R&DPrepared by: Sam EvansProject Start Date: 1/23/12 Projected Finish Date: 4/27/12Budget Information: $100,000

Project Manager: Lindsay Graffius, ldg5009@psu.edu

Project Objectives: Establishing a social network through which the research and development teams can collaborate on projects that are being worked on at Johnson and Johnson.

Main Project Success Criteria: The network must meet all requirements for forming a communication channel for the research and development teams. Create a detailed solution and implementation phase for the development of a social network.

Approach: Gain a basic understanding of the research and development process utilized in the

pharmaceutical industry Propose a solution to Meagan and Eric customer profiles. Research and evaluate social networking technologies utilized in the work environment.

Justify the solution approach via this evaluation and present findings to the project sponsor. Outline critical success factors and risks for this project, and incorporate into project plan

appropriately. Create an intermediate presentation for I/T partners that will explain your approach and

strategy. Final presentation for business partners that will explain the recommendations. Create a final report to document all findings.

Roles and Responsibilities:

Role Name Organization/

Position

Contact Information

Project Manager Lindsay Graffius IST302 ldg5009@psu.edu

Group Meeting Supervisor

Alex Long IST302 abl5101@psu.edu

Researcher Alex Celento IST302 ajc5425@psu.edu

Requirements Sam Evans IST302 sse5021@psu.eduRequirements Greg Wuss IST302 gjw5060@psu.edu

Charts/Diagrams Suaad Mohammed IST302 sqm5224@psu.edu

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Sign-off: Lindsay Graffius Samuel EvansAlex Long Suaad MohammedAlex Celento Greg Wuss

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Business Case

Johnson & Johnson Business CasePrepared by: Alex Long

1.0 Introduction/Background

Johnson & Johnson’s core business goal is to bring bringing innovative ideas, products and services to advance the health and well-being of people. Employees of the Johnson & Johnson Family of Companies work with partners in health care to touch the lives of over a billion people every day, throughout the world. Our team is convinced that we can improve communication and streamline operations by enhancing the way the employees and personnel in the company communicate and connect with their fellow co-workers.

2.0 Business Objective

Johnson & Johnson’s strategic goals include future innovation and growth. The Social Networking Enhancement Project will support these goals by simplifying the way employees communicate with one another, and providing all the information they need to complete their work efficiently within accessible reach. This system will also improve the company’s growth by maintaining its affordability and suitability, thus it has the potential to be used for many years without any costly changes.

3.0 Current Situation and Problem/Opportunity Statement

Johnson & Johnson possesses multiple social media tools to drive collaboration, communication and overall effectiveness of their corporation. The company currently uses Universal Search to provide search capabilities across a number of internal sources of information. Also, Johnson & Johnson has utilized a search engine for locating internal expertise within the company called LINK. There is an opportunity to provide a more efficient, and more rewarding social network experience that allows users to utilize all information at their disposal, and communicate with their team and co-workers straightforwardly. Multiple employees of Johnson & Johnson require a more efficient and more user-friendly tool in order to work to their potential. Users feel that the tools at their disposal are underutilized and not as efficient as other tools out there. Other users find keeping contacts and relationships alive are crucial to their and in turn the company’s success, and the tools provided are not enough to accomplish this fully. And even more users require a way to see projects that have been completed and others that are in progress in order to make conscientious decisions regarding their own projects. There is an opportunity to provide the company with a new social networking tool that utilizes existing tools while also making it extremely easy to communicate and connect with other users. The Social Networking Enhancement Project will provide employees with an easy way to keep in contact with their team and other employees of the company, while also providing them with the tools they need to complete their projects effectively and within their designated timelines.

4.0 Critical Assumption and Constraints

The proposed social networking tool must be a valuable asset for Johnson & Johnson. Current employees and contractors must actively support the project, and it must pay for itself within one

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year by providing the users with an easier and more productive work output. The contentment of the employees who are using this tool must drive them to accomplish their projects on time, and at a relatively low cost to the company. The new system will run on existing hardware and software, and it should require minimal technical support. It must be easily utilized by employees and contractors of the company and be secure from unauthorized users.

5.0 Analysis of Options and Recommendation

There are three options for addressing this opportunity:1. Do nothing. The company is doing well, and can continue to operate without this new

project.2. Purchase access to specialized software to support this new capability with little in-house

development.3. Design and implement the new social networking tool in-house using mostly existing

hardware and software.

Based on discussions with stakeholders, we believe that option 3 is the best option. Option 3 will save the company from unnecessary expenses, and build off of the technology that the company already possesses. This option will provide action, yet with the least amount of cost to the company as possible.

6.0 Preliminary Project Requirements

The main features of the Social Networking Enhancement Project will include the following:

1. The Social Networking Enhancement Project will provide employees with a basic, short profile that includes certain security privileges depending on their position and status. This profile will contain their title/position, a picture of the employee, current projects and past projects that they are working on, and have already completed.

2. These projects will be linked to similar projects done, or in progress, throughout the company. Also on this profile will be basic information about the user such as “Time worked for the company” and a small bio containing past work experiences and qualifications.

3. The Social Networking Enhancement Project will also include a tool similar to Communicator that provides instant messaging with chat room capabilities, along with the ability to send attachments via the messenger.

4. Employees will also have the ability to add fellow employees and contractors belonging to the company to their “Friends List”, share their desktops with those on their “Friends List”, and make conference calls easily.

5. Everyone with a profile will also have a vivid, easy to use calendar that will be visible to those on their “Friends List” in order to maintain a strict timeline for their work.

6. This tool will also utilize Live Meeting in order to provide employees with another easy and affordable way to communicate with their team and fellow employees.

7.0 Budget Estimate and Financial Analysis

A preliminary estimate of costs for the entire project is $68,704. This estimate is based on the project manager working about 240 hours during the course of this project, and the project team members working about 1200 hours. The total cost for the project manager will be $12,638 and the total cost for the project team members will equal $45,960 during the course of this project. The hardware required will be laptops and desktop computers. The required amount of laptops will be 6; the total sum of the laptops will equal $4,366. The amount of desktop computers required is 1;

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the total sum of the desktop computers will equal $900. Software is required, and the software developer will be working 80 hours, at a cost of $55 per hour, equaling out to $4,400.Exhibit A summarizes the projected cost and shows the estimated net present value ( NPV ), return on investment ( ROI ). It also lists assumptions made in performing this preliminary financial analysis. The NPV is $50,333.26, and the discounted ROI based on a four-month system life is -100 percent.

Based on an annual report found on Johnson and Johnson’s website the research and development costs of 2010 amounted to 6.8 billion dollars. That cost was broken down to hours as in how much research and development costs JnJ per workday hour. We made conservative estimate that due to our solution the RnD department as a whole would be able to save one hour for each work day. Another words the department would be able to accomplish in 7 hours what they could only accomplish in 8 before. This means that JnJ would save a total of 261 hours in a year which amounts to an astounding 850 million dollars. The estimate for the total benefits of this project was made for one year from the time our solution would be implemented.

Due to the fact that we were falling behind the project we hired two senior developers to come on for a total of 160 hours in order to reach the estimated project end date. Adjustments were made to the budget in order to allow us to hire the senior developers. The project is still under budget.

8.0 Schedule Estimate

The sponsor would like to see the project completed within four months. We also assume that the new system will have a useful life of at least three years.

The project was falling behind due to difficulties with the implementation of our solution, yet, we chose to hire two senior developers in order to complete the project on time. This was proven difficult, yet, the project will maintain the date we set before for completion.

9.0 Potential Risks

There are several risks involved with this project. The foremost risk is that the users will not embrace the new system fully, and use only the bare bone portion of our new system to the fullest of their extent. The reason is that with all these new tools at their disposal, the users’ lack of taking full advantage would prove the features of the new system useless. The main business risk is investing the time and money into this project and not realizing the project benefits.

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10.0 Exhibits

Exhibit A: Financial AnalysisCreated By: Team 10 "RAD"

Date: 2/27/12

Discount Rate: 9%Period (Months) 0 1 2 3 4 TotalCosts $5,266 $

- $ -

$4,080 $90,422 $99,767.50

Discount Factor 1 0.92 0.84 0.77 0.71Discounted Costs $ 5,265.60 $

- $ -

$ 3,141.60

$ 64,199.55

$72,606.75

Benefits $ - $ -

$ -

$ -

$ -

$ -

Discount Factor 1 0.92 0.84 0.77 0.71Discounted Benefits $ - $

- $ -

$ -

$ -

$ -

Discounted Benefits - Discounted Costs

$ (5,265.60) $ -

$ -

$ (338.80)

$ (44,728.86)

$(50,333.26)

Cumulative Discounted Benefits - Discounted Costs

$ (5,265.60) $ (5,265.60)

$ (5,265.60)

$ (5,604.40)

$ (50,333.26)

$(71,734.46)

ROI: 831090%NPV: $

603,427,393.25Payback Year:

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Cost Breakdown

Prepared by: Alex Celento

Date: 4/9/2012

Note: Change the categories and other entries to meet your project needs. This data is from Figure 7-2 of Schwalbe's textInformation Technology Project Management, Fourth Edition. Also make sure the formulas work properly based on the data you enter.

# Units/Hrs.

Cost/Unit/Hr. Subtotals Category Totals

% of Total

Categories1. Project Management $49,622 50% 1.1 Project manager 215 $53 $12,638 1.2 Project team members

1000 $38 $45,960

2. Hardware $5,266 5% 2.1  Laptops 6 $728 $4,366 2.2 Desktops 1 $900 $9003. Software $40,800 41%3.1 Software Developer

160$55 $4,400

3.2 Senior Developer 160 $2004. Testing (10% of total hardware and software costs)

$4,080 4%

Total project cost estimate

$99,768

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Financial Analysis

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Proposed Personnel

Prepared by: Sam Evans Date: March 18, 2012

Project Manager In charge of managing the group and everything the group does or fails to do. 6 semester standing in IST $53/hr.* 240 hr. total Leadership skills necessary to keep group working toward a common goal.

Meeting Manager In charge of group meetings and the agendas at the meetings. 6 semester standing IST $38/hr.* 240 hrs. total Prepare for meeting having agendas, taking notes and keeping track of minutes.

Research Gather information highlighting the important information pertinent to the project. 6 Semester standing in IST $38/hr.* 240 hr. total Interviewing, and resourcing outside materials for information to use on the requirements

of the project.

Requirements Responsible for the completion of the requirements for the com 6th semester standing in IST $38/hr.* 240 hr. total General knowledge in project management as well as the practice to present an

understandable, integrated view for the project sponsor.

Charts/Diagrams Any project requirements that require a visual aid to help in understanding. 6th semester standing in IST $38/hr.* 240 hr. total Knowledge of Microsoft Project and other project management software.

Software Developer Responsible for creating the network following all requirements presented by the project

team. 5 yrs. programming experience $55/hr.* 160 hr. total Knowledge of computer languages and programming social networks.

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* Salary information from http://professionals.pr.doe.gov/srs/pdf/laborrates_fringe.pdf.

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Team Contract

Project Name: Social Networking to Enhance the RnD Process

Project Team Members Names and Sign-off:

Name Sign-off on Team Contract

Alexander Long Alexander LongAlex Celento Alex CelentoGreg Wuss Greg WussSuaad Mohammed Suaad MohammedLindsay Graffius Lindsay GraffiusSamuel Evans Samuel Evans

Code of Conduct: As a project team, we will: Complete deliverables on time

Be respectful of our group members and all who we come into contact with

Act in a professional manner in everything we do

Act in strict accordance with Penn State’s Ethics and Principles

Participation: We will: Attend group meetings

Divide work-load equally between members

Everyone must contribute to the team

No procrastination with any work that needs to be done

Communication: We will:

Respond to emails in a timely manner

Use Angel for communication between members

Be respectful via email

Problem Solving: We will:

Do our utmost best to complete our problems in a timely manner

Ask for guidance when it seems necessary

Break down the tasks in order to clarify the problem

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Meeting Guidelines: We will: Show up to class every class day

Inform the other group members if you will not be able to attend class or meetings

Meeting agendas must be sent to all members 48 hours prior to meeting

If meeting needs to be cancelled for any reason, an email must be sent out 24 hours in advance to cancel the meeting

Be on time to meetings

Stick to agenda

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Stakeholder Register

Prepared by: Lindsay Graffius Date: March 18, 2012

Name Position Internal/External

Project Role Contact Information

Mike Caceres Quality Systems for J&J

Internal Sponsor, J&J funding project

mcacere1@its.jnj.com

Jan Mahar Sturdevant IST Professor External Sponsor jbm1@psu.eduJosh Storz IST LA External Sponsor jcs425@psu.eduLindsay Graffius Project Manager Internal Project Manager ldg5009@psu.eduSuaad Mohammed Team Member Internal Charts/Diagrams sqm5224@psu.eduAlex Celento Team Member Internal Research ajc5425@psu.eduAlex Long Team Member Internal Meeting Manager abl5101@psu.eduGreg Wuss Team Member Internal Requirements gjw5060@psu.eduSam Evans Team Member Internal Requirements sse5021@psu.eduJNJ Employee Software

DeveloperInternal Software

Developerjnj@its.jnj.com

Dave Researcher External Interviewee/ Target Audience

dave@medicaldevice.com

Eric Chief Medical Officer

External Interviewee/ Target Audience

eric@medicaldevice.com

Meagan Principal Scientist

External Interviewee/ Target Audience

meagan@consumerrnd.com

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Stakeholder Management Strategy

Prepared by: Lindsay Graffius Date: March 28, 2012

Name Level of Interest

Level of Influence

Potential Management Strategies

Mike Caceres High High Give frequent status updates and inform of changes made

Jan Mahar Sturdevant

Low Low Give infrequent updates regarding the overall project, inform of any major changes that may cause setbacks for the project

Josh Storz Low Low Give infrequent updates regarding the overall project, inform of any major changes that may cause setbacks for the project

Lindsay Graffius High High Give frequent status updates and inform of changes made

Suaad Mohammed High High Give frequent status updates and inform of changes made

Alex Celento High High Give frequent status updates and inform of changes made

Sam Evans High High Give frequent status updates and inform of changes made

Greg Wuss High High Give frequent status updates and inform of changes made

Alex Long High High Give frequent status updates and inform of changes made

JNJ Employee Medium Medium Give status updates regarding the portion of the project directly related to job, notify of any changes being made to the system that will have an impact on job

Dave High High Contact with further questions/ information regarding design of new system, ask for input about prototypes developed

Eric High Medium Contact with further questions/ information regarding design of new system, ask for input about prototypes developed

Meagan High High Contact with further questions/

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information regarding design of new system, ask for input about prototypes

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Gantt Chart

Prepared by: Suaad Mohammed

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Responsibility Assignment Matrix

Prepared by: Alex Long

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Who Does What When Report

Prepared by: Suaad Mohammed

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Risk Register

Prepared by: Greg Wuss Date: March 19, 2012

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Meeting Agenda for Current Assumptions & Questions

Focus: Social Networking to Enhance the RnD Process

Date: April, 2012Time: 6:30 – 7:00Location: IST (Conference Call)Chair: Lindsay GraffiusAttendees: Mike Caceres, Sam Evans, Lindsay Graffius, Alex Long, Suaad Mohammed

Objective: To hold meeting to discuss Set 3 deliverables and discuss assumptions and changes needed due to difficulties with implementation.

Agenda: (2 minutes)Introduction/Background: Lindsay Graffius

Brief description of current status Brief description of difficulties with implementation because of the bugs with the program

due to customization

Current Deliverables Drafts: Business Case: Alex L (3 minutes) Change Request Form: Alex Celento (3 minutes) Client Acceptance/Project Completion: Lindsay Graffius (5 minutes) Future Opportunities for Engagement: Greg Wuss (10 minutes) Lessons Learned: Lindsay Graffius (10 minutes) Risk Register: Greg Wuss (10 minutes) WBS: Suaad Mohammed (10 minutes)

Questions:1. Are the corrections (in red) that were made to the business case in the correct areas?

Should more information be added due to the bugs that were found due to customization? If so, where should it be added?

2. Are you satisfied with the Change Request Form? Do any further additions need to be made?3. Would you like anything to be added to the Client Acceptance/Project Completion? 4. Is the Future Opportunities worded correctly? Or should it be written to sound more like

J&J presented the project to us?5. Is the idea proposed in the Future Opportunities a good idea, or should a different idea be

presented?6. Are there any additions to the Lessons Learned document you would like us to make?7. Who would be responsible for hiring the two new developers due to implementation

difficulties, us or J&J?8. Can senior developers, hired due to the bugs found, be used during the planning phase, or

only during the executing phase?9. Does the senior developer have to work for 160 hours in order to complete the project in

time? The senior developer is only scheduled for 111 right now.

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Next Steps (Outcomes of this meeting): Alex C: Include reason for added resources and how it will benefit the project. Justify

spending the extra money. Greg: Gather additional requirements for the future project and include impact. Lindsay: Add what went right/what went wrong from the client perspective.

Next Meeting: Friday, April 27, 2012 – 2:25 p.m.

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Change Request Form

Project Name: Social Networking to Enhance the RnD ProcessDate Request Submitted: April 21, 2012Title of Change Request: Additional Personnel RequirementChange Order Number: 001Prepared by: Alex CelentoSubmitted by: Team 10

Change Category: Scope Schedule Cost Technology Other

Description of change requested:

A change to the original personnel estimation is needed. The previous estimation for the project included one software developer in addition to our project team. We now believe that two more senior developers will need to come onto the project in order to meet our project timeline.

Events that made this change necessary or desirable:

The event that led to this change was the fact that our team was running behind schedule on the project. At our current progress the project would be completed two months later than the allotted time or six months total.

Justification for the change/why it is needed/desired to continue/complete the project:

The customer (J&J) would not be satisfied if our project was completed two months later than planned. The need to spend this extra money is imperative in order to satisfy J&J. Since the money we are spending does not exceed the original budget there is no reason for J&J to be concerned about this change. The sooner this project is finished, the sooner J&J will be able to start saving time and money in their RnD department.

Impact of the proposed change on:

Schedule: Our team would complete the project on the original estimated date.Cost: The excess in the budget is no longer available with the change. Adjustments were made and the project will arrive just under budget.Staffing: Two senior developers will be added to the staff for the project.

Suggested implementation if the change request is approved:

Hiring of the senior developers as soon as possible after the change request is approved.

Required approvals:Name/Title Date Approve/RejectJan Sturdevant 4/21Mike Caceres 4/21Joshua Storz 4/21

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Lindsay Graffius 4/21

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Contract and Statement of Work for Outsourcing

Prepared by: Sam Evans Date: April 12, 2012

I. Scope of Work: Use technology to reduce R&D expense and to help foster the growth of innovation within J&J and the Health Care Industry

II. Location of Work: The project team will meet at Pennsylvania State University. Any testing that needs to be done will be handled at a J&J facility.

III. Period of Performance: The work load is expected to start on 23 Jan. 2012.

IV. Deliverables Schedule: Initiating- Project Charter, Proposed Personnel, Letter of Intent, Work Breakdown Structure; 2 Feb. 2012

Planning Phase- Project Management Plan, Team Contract, Stakeholder Register and Management Plan, Define Requirements/Resources, Collect Requirements; 16 Feb. 2012

Execution Phase-Survey Users, Develop New System, Check New System, Meet with Stakeholders, Testin ; 1 May 2012

Closing- Final Report, Executive Signoff; 15 May 2012

V. Applicable Standards: Specify any company or industry-specific standard

Consumer

The consumer R&D process varies depending on the product being researched and/or developed but you can reference the high-level process below in an effort to broadly understand the process cycle.

1) Market research partners are engaged to determine the need and/or wants of the consumer.

2) Customer needs/wants are identified and prioritized based on the company’s goals.3) The Business and Research & Development Departments coordinate to create mock designs4) Prototypes are created.5) Prototypes are taken to a subset of consumers for feedback.

(Steps 1-5 are repeated until the consumers are satisfied)

6) Developed product goes through stability testing to ensure safety.7) Product is transferred to Technology Engineering for additional testing and design analysis.8) Product is transferred to Manufacturing for mass production.

Pharmaceuticals

1) The Drug Discovery phase

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a. The scientists analyze patterns in the disease process to find abnormal events occurring at the cellular and molecular level, and determine what they should target to “fix”

b. After choosing a specific target, they perform a number of tests and simulations to determine which molecular compounds act on that target and which ones are the most viable

c. The process takes about 5 years, on average, and starts at over 10,000 compounds. Going into the Pre-Clinical phase, they have narrowed it down to 250 “lead” compounds which warrant further testing

2) The Pre-Clinical Phasea. In this phase, the scientists perform intensive, high-compute analysis on each of the

“lead” compounds.b. Once specific models are computed / determined, they are developed in labs and

tested. (This process takes approximately 5 years and whittles the 250 compounds down to about 5)

3) The Clinical Phasea. Phase 1 – uses 20-100 healthy human volunteers to determine the safety of the drug

and appropriate dosagesi. Patients receive drug for less than 1 month

ii. Phase takes 6 months – 1 yearb. Phase 2 – uses 100-300 patient volunteers to determine efficacy and side effects of

affected patientsi. The reasoning to test healthy patients first is that affected patients may be

taking other medications or have difficulty absorbing or metabolizing the drug due to their underlying disease

ii. Takes about 1-2 yearsiii. Only about 1/3 of potential drugs successfully complete both phases 1 and 2

c. Phase 3 – uses 1000-5000+ patient volunteers to monitor long-term adverse reactions

i. This phase really determines whether mass-production is feasibleii. It lasts 2-4 years

iii. The important thing to remember is that no drug is completely safe and without side effects. We have to continually monitor throughout this phase for any indication of adverse reactions

d. Each phase ends in with a “Go / No-Go” decision to continue the tests4) The Approval Phase

a. Need to submit a New Drug Application to the FDA and go through the approval process

b. The FDA requires all documentation throughout the entire multi-year process that it took to develop the drug

c. Once approved, the drug can be manufactured

Medical Device & Diagnostics

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The MD&D R&D process varies depending on the product being researched and/or developed but you can reference the process below in order to broadly understand the flow.

1) The two primary drivers for new product development are a. What have the competition launching or have they launched? b. What do the patients want / need?

2) Competitor products/features and patient needs/wants are identified and prioritized based on the company’s goals.

3) The Business and Research & Development Departments coordinate to create mock designs (this is reiterated until a solution is agreed upon).

4) Prototypes are created.5) Prototypes are taken to a subset of patients to conduct human factor studies. Human factor

studies are expensive and are sometimes condensed.6) Prototypes are used in clinical studies. This can be done in parallel with Step 5. Clinical

studies look at ensuring the safety of the product.

(Steps 1-6 are repeated until the safety of the product and the patients are satisfied)

7) Product is submitted to the FDA for approval.8) In parallel Marketing, Sales and Operations ensure that the product is ready for launch.

Once FDA approves the product, it is launched.

VI. Acceptance Criteria: All project requirements are completed to their respective requirements definition. Quality is checked throughout the life of the project. Final approval by the project stakeholders is required.

VII. Special Requirements: Follow the J&J credo and standards.

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Client Acceptance/Project Completion

Project Name: Social Networking to Enhance the R&D ProcessProject Manager: Lindsay Graffius_________________________

I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on behalf of our organization. My (Our) signature(s) attest to my (our) agreement that this project has been completed. No further work should be done on this project.

Name Title Signature DateLindsay Graffius Project Manager Lindsay Graffius 4/9/12Suaad Mohammed Team Member Suaad Mohammed 4/9/12Alex Celento Team Member Alex Celento 4/9/12Greg Wuss Team Member Greg Wuss 4/9/12Alex Long Team Member Alx Long 4/9/12Sam Evans Team Member Sam Evans 4/9/12Mike Caceres Client/SME Mike Caceres 4/9/12Jan Mahar Instructor Jan Mahar 4/9/12Josh Storz LA Josh Storz 4/9/12

1. Was this project completed to your satisfaction?Yes

2. Please provide the main reasons for your satisfaction or dissatisfaction with this project.

As a team, we believe that we met the goals of the project in an innovative and cost efficient manner. Additionally, we feel as though we handled problems that we faced throughout the project in an effective way in order to keep the project on time and within budget.

3. Please provide suggestions on how our organization could improve its project delivery capability in the future.

As a team, we feel as though more communication between the SME and learning assistants would be helpful. This would promote the SMEs knowing the requirements of the project and what the learning assistants are looking for during grading. Also, additional meetings between the learning assistants and teams would be helpful, especially towards the end of the semester when the deliverables become more complicated.

Thank you for your inputs.

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Future Opportunities for Engagement

Prepared by: Greg Wuss Date: April 15, 2012

Upon completion of this project, our goal of reducing R&D expenses will be successful through the use of a global Johnson & Johnson social networking technology. By saving money through cutting costs, our consulting firm was again contacted by Johnson & Johnson to further our ideas by not only keeping the social networking site within Johnson & Johnson, but by expanding it to their partnering companies and stakeholders. By having the ability to include partnering companies, communication will occur almost instantly, and all partners will have the same information (as given by Johnson & Johnson). By doing so, communication errors should be cut down significantly, as all information will be presented visually and archived so that if anyone wants to quickly look back upon a new decision in a project, they will be aware.

              

Even though partnering companies will be involved, Johnson & Johnson project members will be able to choose which data and information they want to be disclosed to partnering companies and stakeholders. These changes to the social network will not defeat the purpose of the previous site and will give stakeholders and partnering companies another sense of assurance when working with Johnson & Johnson. This will give them a feel as if they are fully a part of the project they are investing in, allowing them to look back and see how the project went step by step in a different view than through programs such as Microsoft Project. Through this new project, our hopes are that more stakeholders will be likely to invest their time, knowing that they have a unique way of being involved in the projects they are investing so much money in.

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Lessons Learned Report

Prepared by: Lindsay Graffius Date: April 5, 2012Project Name: Social Networking to Enhance the RnD ProcessProject Sponsor: Johnson & JohnsonProject Manager: Lindsay GraffiusProject Dates: January 23, 2012 – April 21, 2012Final Budget: $100,0001. Did the project meet scope, time, and cost goals?

Yes, the project met the scope, time, and cost goals.

2. What was the success criteria listed in the project scope statement? Implement a social networking solution to enhance the RnD process Solution implementation must be completed within 4 months Stay within a budget of $100,000 New process must account for future growth and innovation Utilized employees that would be interested in using a solution to this

problem in order to identify key aspects that should be included in the solution

3. Reflect on whether or not you met the project success criteria.After looking at the success criteria, the team as a whole believes that each success criteria was met in order to produce the best possible solution for the project. J&J indicated that the project success criteria was met.

4. In terms of managing the project, what were the main lessons your team learned?The team, as a whole, learned several lessons throughout this project. First of all, regular meetings should be scheduled to ensure that everyone can attend in order for all team members to be up-to-date on ideas, possible solutions, and deliverables. Additionally, the team learned that it is important to be flexible when unforeseen circumstances arise. Conflicts cannot always be predicted, so it is important to be prepared for various situations.

5. Describe one example of what went right on this project.During this project, many things went right. First of all, the team gathered in order to develop and implement a solution turned out to be a cohesive team that managed to enhance the current RnD system at Johnson & Johnson. Since the team worked so well together, meetings were very productive and well organized. Next, since the team members came from diverse backgrounds, an innovative solution to the problem was decided upon in a timely manner. Therefore, meetings were productive so deliverables were completed within a fashionable time period, which helped expedite the product. Additionally, various ideas and solutions were presented from team members in order to

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produce the best possible solution.

6. Describe one example of what went wrong on this project.Implementation of the solution experienced many problems. In order to complete the project in time, it was necessary to hire additional senior developers. Since the team fell behind during this stage of the project and the budget would allow it, the team felt it was in the best interest of the project to hire these additional senior developers. The result being that the project was back on track in order to be completed within the timeline that was developed at the beginning of the project. Another example of what went wrong during the project is that of missed meetings. On occasion, members of the team would miss meetings. This led to setbacks for the team regarding deliverables that needed to be completed.

7. What will you do differently on the next project based on your experience working on this project?

Having regularly scheduled team meetings would definitely be beneficial for the next project. It was difficult to coordinate time to schedule as needed meetings. Additionally, more frequent meetings with the client would be helpful in order to keep the client updated with the latest information about the project. Therefore, it would be a better idea to have weekly previously scheduled weekly meetings in order to discuss deliverables, any questions that may have arisen throughout the week, and new ideas in order to develop the best solution.

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Deliverable Website

Prepared by: Suaad Mohammed and Lindsay Graffius

http://www.jnj-rad.weebly.com

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