Cicret Bracelet Launch

Hazel Johanson, Michael San Gaspar, Thaisa Fernandes

Project BackgroundProject Objectives

Project ScopeScope Statement

Out of ScopeAssumptionsConstrains

WBSNetwork Diagram

MilestonesSchedule

Project Risk Risk Assessment Matrix

EIL Model

Agenda

Project Background● Cicret Bracelet is a device that projects your mobile

phone on your arm

● The company which owns it is a European based company

● The waterproof bracelet is in production

● The success of the device in Europe suggests a great

opportunity to expand their reach to smartphone users in

the United States

● Works on every skin color

● It’s an Android OS compatible

Project Objectives

Business Values Statements

Critical Success Measures

Quality and Compliance

Specifications

Capture the smartphone

users in the US

Pre-orders total 1M units the day after

launch

All features working and exhausted

tested

Project Scope● Initiating and preparing all logistics for the launch

● Overseeing the scheduling of the Speakers for the event

● Hiring of the vendors(caterers, beverages and decorations)

● Hiring of lighting and multimedia professionals

● Hiring of security

● Outlining the marketing campaign for the product

● Contacting the media

● Creating a press plan (SM, website and local news)

● Securing and applying for a location

● Hiring and scheduling of staff and volunteers for the event

● Hiring site coordinator

Scope Statement● This project is undertaken to introduce Cicret Bracelet

to the US market using E.vent, a US event management

company. It is strategic to hire a US company that is

more familiar with how to penetrate the US market

● This fits with the mission of the client to revolutionize

wearable technology, by creating a demand from the US

market, thereby increasing the production which will

result in even more competitive pricing and a chance to

upgrade

Out of Scope● The manufacturing and development of the phone

● Delivery of the product to the consumers

● Testing of the product

● Ensuring its functionality

● Training Sales/Launch Team about the product

Assumptions● Event Feasibility Study already done

● The manufacturer of the product will meet the deadline of delivery for the

pre-orders for consumers and retail stores

● The location for the product launch will be available at the date

specified

● The company will provide a representative for the sales training of the

Sale Team

● The company will supply the products needed for the launch

● There is interest for volunteer at the event

● The vendors will show up on time for the event to set-up

● There is a conflict of schedule with another product launch with competing

company

Constraints● Technical: All technical aspect of the product will be managed by the

client

● Management: The management team for CN2P SAS is flying in just days

before the launch

● Human Resources: The training success of the sales team will depend

on the competency of the representative sent by the client

● Schedule: The Special Event Application (San Francisco) must be

submitted at least sixty (60) days in advance, and no more than one

(1) year in advance of event date. Launching cannot start unless

product is tested and will be mass produced in time for the actual

sale

WBS

Network Diagram

Milestones

★ Product Mass Produced: June 01, 2016

★ Kickoff Meeting: June 15, 2016

★ Proposal Approved: July 19, 2016

★ Launching Date: April 20, 2017

★ Project Completion: May 23, 2017

June, 012016

June, 152016

July, 192016

April, 202017

May, 232017

Schedule

Schedule

Schedule

risk assessment

Project Risks

Risk Assessment Matrix

[R06] Product Failure - [R09] Transportation Delay - [R14] Inadequate Venue

Risk Assessment Matrix

Level Technical Performance Schedule Cost Impact on Project

1-3 Minimal or No Impact Minimal or No Impact ≣0% None

3-4 Minor shortfall, same approach retained

Additional activities required;able to meet key dates ≤5% Some Impact

4-6 Moderate shortfall, but workarounds available

Minor schedule slip; will miss deadline ≥5% ≤≥7% Moderate Impact

6-8 Unacceptable but workarounds available

Project’s critical path affected ≥7% ≤10% Major Impact

8-10 Unacceptable; no alternative available

Will not be able to achieve milestone ≧10% Unacceptable

The magnitude of the impact to the project are as follow:

EIL Model[R14] Inadequate Venue

[R14] Inadequate Venue

[R14] Preventive Plan

[R14] Contingent Plan

[R14] RISK REDUCTION LEVERAGE

EIL Model [R06] Product Failed During Demo

[R06] Product Failed during demo

[R06] Preventive plan

[R06] COntingent plan

[R06] RISK REDUCTION LEVERAGE

EIL Model [R09] Transportation Delay

[R09] Transportation Delay

[R09] Transportation Delay

[R09] Transportation Delay

[R09] Transportation Delay

Thank you!

Questions?