| Priority | Team | Group | VP | Value | Effort | Notes |
|---|---|---|---|---|---|---|
| None | Britta Veldman, Danielle Klinghagen | EP PMO | None | None | None | In Scope: OPAL, FARASTAR, FARAVIEW, FUTURE: ICE, FUTURE: NG OPAL, FUTURE: TXM & DXM, FUTURE: NG FARASTAR
Estimated Manual Hours/Week: ~ 150 hours/week (~4 FTE)
Business Functions Impacted: PMO, Marketing, FSE, Service Support, ABS, Logistics, Sales Team, Distribution Center, Capital Orders, Pricing and Contracting, Capital Sales Associates Systems Leveraged across Process: CLM, SFDC, SAP, GSMS, Excel Workbooks, Outlook & Teams Project Goals Identify or build a software solution that automates the workflow of CE orders, shipment and installation, and provides visibility into the status of each order and of total CE installs at the product level (internal reporting). Create a workflow tool that manages each phase of the order to install and provides notification to the various functions that are responsible for the activities. All internal parties should have access to the status of each order. Analytics / Reporting – Capital Equipment Management.
Ability to add new capital equipment for new launches within the business. **This project is for internal use only to manage capital equipment orders at the account level only. Will not involve PHI data. Problem Statement: EP Capital ordering is a manual process that requires multiple human interactions across numerous steps. Tracking involves multiple excel files, some of which have interdependencies. These workbooks are shared by many individuals. For example, the Launch book is shared with roughly 80 employees, with many of these folks working on the book at the same time. We have seen excel system performance issues and even crashes. Since this is the main source of truth, we cannot risk losing access to the status and data embedded in the workbooks. Currently there is not a simple solution for viewing account capital equipment and the other required information to have a successful launch, such as scheduled installation, shipping and delivery dates, when the account intends to launch the new product, and if they are allocated a backup unit. This process heavily utilizes email for communication between various teams required to get from New Sale Notification to first case. This process has been successful to date, however the manual work required and diligence to detail needed to avoid error is non-sustainable as we scale up our division. |
| # | Issue | Days Passed | Status |
|---|
| Planned Date | Phase | Task | Deadline | Status |
|---|
| Phase | Milestone | Status | Planned Date | Actual Date |
|---|---|---|---|---|
| kickoff | Kick-off Meeting | - | TBD | TBD |
| kickoff | User Requirements Document | - | TBD | TBD |
| kickoff | Infrastructure Set Up | - | TBD | TBD |
| kickoff | Process Map | - | TBD | TBD |
| design | User Flows | - | TBD | TBD |
| design | User Stories | - | TBD | TBD |
| design | Feature List | - | TBD | TBD |
| design | Sprint Plan | - | TBD | TBD |
| design | Tests Written (with Success Criteria) | - | TBD | TBD |
| design | Wireframe Review 1 | - | TBD | TBD |
| design | Wireframes Approved | - | TBD | TBD |
| build | Build Sprint 1 | - | TBD | TBD |
| build | Build Sprint 1 Complete | - | TBD | TBD |
| build | Test Link Delivered | - | TBD | TBD |
| iterate | Customer Feedback Review 1 | - | TBD | TBD |
| iterate | Iterate Sprint 1 | - | TBD | TBD |
| iterate | Iterate Sprint 1 Complete | - | TBD | TBD |
| iterate | UAT | - | TBD | TBD |
| iterate | Build Approved (Final Sign-Off) | - | TBD | TBD |
| sustain | Production Link Delivered | - | TBD | TBD |
| sustain | Go-Live | - | TBD | TBD |
| sustain | 1 Month Follow Up | - | TBD | TBD |
| sustain | 3 Month Follow Up | - | TBD | TBD |
| sustain | 6 Month Follow Up | - | TBD | TBD |
| sustain | Sustain Sprint 1 | - | TBD | TBD |
| sustain | Sustain Sprint 1 Complete | - | TBD | TBD |