1. Project Management
CIS 8000
PIZZA DELIVERED QUICKLY
Pizza Factory Software System
04/27/2015
Team Members
Dengbing Zhao
Dottie Sampson
Fanyi Meng
Jason Hawkins
Zhenbo Hu

2. Background
PDQ had a tough business with its home delivery service in the last 5
months.
30% sales drop from home delivery service

3. PDQ CIO Jack: “Let’s work with FZJP Inc. team to fix this issue.”

4. Executive Summary
The purpose of the Pizza Delivered Quickly (PDQ) project proposal is to assess the external
and internal environments for the company, establish the goals and objectives for the company,
define the operational strategies, and develop action plans to implement the identified strategies.
The external environment for PDQ is highly competitive. There are local and national chains that
compete for the same customers PDQ targets. Of these, Pizza Hut and Dominoes Pizza are the
strongest competitors. Recently PDQ has lost 30 percent of sales revenue due mostly to a drop in
their home delivery business. They attribute this solely to their major competitor, Dominoes, who
recently promoted a program that guarantees 45-minute delivery service from order entry to home
delivery.
The internal environment at PDQ is strong; however, the executive team has recently
acknowledged that their biggest weakness is their failure to update their technology. PDQ
currently uses computers for in-store operations and the usual business functions, but otherwise is
not heavily dependent upon software systems to help them receive, process, and provide home
delivery to their customers. The pizza industry is a highly competitive and mature market and, since
the popularity of the Internet as well as mobile commerce is transforming the traditional method of
ordering a pizza, overcoming this weakness is paramount to their business strategy.
The proposal is for the development and implementation of a software application system
which identifies local pizza factories, and the creation of the software system needed to operate
them. The project involves developing several software modules consisting of a Pizza Factory
Locator Subsystem, Order Entry Subsystem, Order Submit Subsystem, Logistics Subsystem,
Routing Subsystem and Inventory Management Subsystem. Testing will be done continuously and
in stages. The first stage is to develop and test the software components and the communications.

5. The second stage will be to integrate a navigation algorithm to ensure correct routing of the orders
to the appropriate factory and/or delivery van. The final stage will be to deliver, install and train
identified staff.
With the implementation of this system, PDQ can achieve its goal to increase revenue by
30%, while maximizing the interest of all stakeholders, which includes their customers, employees,
shareholders, and the community at large. This system will be instrumental in PDQ’s quest to have
the most advanced Quick Service Restaurant (QSR) mobile ordering site in the U.S., while
reestablishing market share in the home delivery section of their business, and gaining competitive
advantage over the competition.

6. Contents
Background ............................................................................................................................................6
Customer Statement of Requirements .....................................................................................................7
Technical Approach............................................................................................................................... 11
Agenda for Project Scoping Meeting ...................................................................................................... 14
Detailed Statement of Work .................................................................................................................. 16
JPSS Sessions ........................................................................................................................................ 14
Final report........................................................................................................................................... 18
Executive Summary........................................................................................................................ 18
Overall success of the project......................................................................................................... 21
Technical requirement................................................................................................................... 22
Strengths and weaknesses of the approach..................................................................................... 22
Appendix:............................................................................................................................................. 24
Background
Pizza Delivered Quickly (PDQ) is a local chain of 40 eat-in and home delivery pizza stores.
Starting in 2007, PDQ had a guarantee that customers would receive their pizzas within 45 minutes
of placing an order or they would receive the pizzas free. The guarantee was reduced to $3 off in
2012. In 2013, the company settled a lawsuit brought by the family of an Indiana woman who had
been killed by a PDQ delivery driver, paying the family $2.8 million. In another 2014 lawsuit,
brought by a woman who was injured when a PDQ delivery driver ran a red light and collided with
her vehicle, the woman was awarded nearly $80 million, but accepted a payout of $15 million. The

7. guarantee was dropped that same year because of the public perception of reckless driving and
irresponsibility.
PDQ now advertises one-hour delivery. Recently PDQ has lost 30 percent of sales revenue
due mostly to a drop in their home delivery business. They attribute this solely to their major
competitor who recently promoted a program that guarantees 45-minute delivery service from order
entry to home delivery. PDQ currently uses computers for in-store operations and the usual business
functions, but otherwise is not heavily dependent upon software systems to help them receive,
process, and provide home delivery of their customers ‘orders. In order to compete in the home
deliver market, the company must invest in the development of a software application to identify
local ‘‘pizza factory’’ locations and create the software system needed to operate them.
Customer Statement of Requirements
Dee Livery, President of Pizza Delivered Quickly Inc., is concerned about PDQ’s inability
to guarantee 45-minute delivery service from order entry to home delivery, like its competitor and
the significant drop in the company’s home delivery business, which has yielded a 30 percent
decrease in sales revenue. She has charged Pepe Ronee, the Supervisor of Computer Operations,
and Dottie Sampson, the Chief Operations Officer of PDQ Inc. with the task of overseeing the
development a software application that identifies ‘‘pizza factory’’ locations and creates the
software system needed to operate them. Ms. Livery has made this a top priority and has stated that
the future of the company is dependent on the success of this project. The aim of this project is to
develop a software system that would increase the efficiency of the delivery process. The project is
focused on making the home delivery fully automated such that it is easier to guarantee 45 minute
delivery. According to Pepe Ronee, there are 6 required components of the software project:

8. 1. Pizza Factory Locator Subsystem designed to find the pizza factory locations. The
Chief Operations Officer has stressed the fact that it is not known how many such
factories will be needed nor where they should be located. The software
subsystem will have to determine that.
2. Order Entry Subsystem which will support store and factory operations.
Telephone orders will come to a single location, be taken there and then routed to
the appropriate store or factory electronically. This system focuses on routine
business functions and should be easily defined. Off the shelf commercial
software may be a big part of the final solution to support store and factory
operations. This subsystem can utilize COTS (commercial off the shelf) order
entry software
3. Order Submit Subsystem which will direct the order to a store, factory or pizza
van. The logistics for making this assignment are not at all clear, and subsystem
design will be complex.
4. Logistics Subsystem which requires a holistic view of the entire PDQ system. Its
complexity arises from the fact that the pizza vans are a mobile production and
delivery facility. So the assignment of an order to a pizza van must take into
account where the van is likely to be when it is time for order delivery
5. Routing Subsystem which will be a routing subsystem for the delivery trucks. The
Chief Operations Officer wants a system that includes the installation of GPS
systems in all the delivery trucks.
6. Inventory Management Subsystem to manage inventories at all stores and factories
and automatically reorder from the single vendor that PDQ has been using since it
first started in the business.

9. Problems with the primitive system:
As noted by Ms. Livery, the traditional use of computers for in-store operations and the
usual business functions is no longer acceptable from a competitive stand point. PDQ’s outdated
system has the following drawbacks:
 Inefficient process for receiving and processing orders for home delivery
 Delayed ability to provide timely in-store service or competitive home delivery
 Customers are technologically savvy and tend to heavily utilize mobile devices. PDQ
currently cannot meet this need.
Software Solution:
We propose a software solution to the above problems which would allow PDQ to
streamline the operational processes and reduce the pizza delivery time to 45 minutes or less.
The order entry system would allow customers the option of placing their orders from a telephone,
computer or any mobile device. For customers who prefer to speak with a staff member, once they
provide the delivery zip code, they will be routed to the assigned pizza factory. To accomplish the
objectives, FJZP recommends PDQ implement facilities for central order-entry location and storage
for products. These locations will have the capability to receive all incoming calls and online
orders. Once the order(s) are completed, they will be routed to the nearest store front or pizza van
for delivery or pick up. Each facility is zoned by zip codes. They will submit orders to PDQ’s store
fronts and vans within a two to three mile radius from the customers. To reduce production time
required to prepare and bake the pizzas, FJZP recommends PDQ adopt the competitor’s production
model, whereby the more popular pizzas such as pepperoni, cheese, supreme, and meat lovers are
pre-made, frozen and oven-ready to bake in 10-15 minutes.

10. BUSINESS PROCESS DIAGRAM: PIZZA DELIVERED QUICKLY (PDQ)
ORDER PAY
PDQInc.
Customer
Enter order system(online) Provide delivery New customer Make menu Confirm Enter credit card Receive
zip code enters additional info selections order & payment info order
OR price confirmation
OR OR
Call 800 telephone number Returning customer Indicate CASH
to place an order confirms delivery address transaction
PDQInc.PizzaFactory
FactoryClerk
Telephone order Online order
routed to routed to
assigned pizza assigned
factory pizza factory
PizzaChef
Bake pizza
DeliveryDriver
Deliver pizza Receive CASH pymt/ Close out
sign for credit pymt transaction

11. Technical Approach
By applying this methodology, the time required for order preparation is reduced, which
fosters a critical step in the process for faster delivery time. Logistics is addressed by assigning
drivers to specific zip codes to reduce delivery time. Each driver is responsible for delivering
orders specific to their designated delivery zone. Customers receive an order confirmation are
informed upon their order-entry delivery time is 45 minutes or less unless they want a specialty
order. The optimization of the inventory management subsystem will allow store managers to
submit orders for morning delivery of raw materials needed to fulfill production requirements at the
various locations. To address the routing subsystem for drivers and pizza vans, GPS systems are
installed for timely and accurate identification of delivery location which subsequently reduces
delivery time. Customers will have the option not only to pick up their order(s) from store fronts
but also from pizza vans that are centrally located in business parks for faster service. As
mentioned, pizza vans are mobile but are utilized primarily in business parks for lunch and dinner
hours. If a customer chooses to pick up their order from a pizza van, then their order(s) will be
routed and submitted to a van closest to them. This process should satisfy Ms. Livery’s
requirements to reduce delivery time from one hour to 45 minutes or less, stabilize and increase
revenue sales, and create an IT infrastructure which aligns PDQ’s business strategies with an
advanced information system.
Order Entry
 Purchase software from IBM to implement a centralized order entry program to receive
incoming calls and online orders for PDQ.

12.  IBM has created a platform to centralize orders to one or multiple locations. This platform
is user friendly and establishes a well-integrated system for business strategies.
 Training regiments will be implemented for all personnel
Inventory Management
 This application will enable management to monitor and control products. In addition,
managers can order products for reimbursement from central order facilities.
DevelopFacility Locator Application
 Design Service Area for facility to centralize orders, submit orders, and deliver products to
designated store fronts or pizza vans.
 Set up store/van location database by designating each facility to service stores within
assigned zip codes.
 Match order address to closest store front or pizza van for delivery or pick up two-three
miles radius from customer’s location.
DevelopLogistics Application
 Design Service Area by assigning drivers to specific zip codes and installing GPS systems
for accurate and faster delivery time. Additionally, install similar systems for pizza vans.
 Set up store/van location database for customer delivery or pick up.
 Match order address for closest store front/van for faster delivery service.
DevelopOrder-Submit application
 Set up store/van location database for centralized order intake to submit orders to closest
pizza chain.

13.  Distribute order to store/van location two-three miles radius from customers’ location
 Display order on store/van monitor for order submission to the designated location to
process the incoming order and delivery.

14. Agenda for Project Scoping Meeting
Agenda for
Project Scoping Meeting.docx
Sessionof JPSS
Agenda for JPPS Session1
Agenda for JPPS
Session 1.docx
Agenda for JPPS Session2
Agenda for JPPS
Session 2.docx
Agenda for JPPS Session3
Agenda for
Session 3.docx

15. Work Breakdown Structure
1. Receive Order
1.1 Order Entry Subsystem
1.1.1 IBM Sterling Order Management – Order Entry
1.1.1.1 Purchase IBM Software
1.1.1.2 Implement IBM Platform
1.1.1.3 Train Employees
1.2 Locator, Logistics & Inventory Subsystems
1.2.1 IBM Sterling Order Management – Inventory
1.2.2 Develop Locator Application
1.2.2.1 Design Service Area
1.2.2.2 Set store/Van Location
1.2.2.3 Match Order Address
1.2.3 Develop Logistics Application
1.2.3.1 Design Service Area
1.2.3.2 Set store/Van Location
1.2.3.3 Match Order Address
1.3 Order Submit Subsystems
1.3.1 Develop Submit Application
1.3.1.1 Set Store/Van Location
1.3.1.2 Distribute Order To Store/Van
1.3.1.3 Show Order On Store/Van Monitor
2. Process
3. Home Deliver
3.1 Routing Subsystem
3.1.1 Develop Routing Application
3.1.1.1 Design and Develop Routing Planning Package
3.1.1.2 Embed GPS Function in Package
3.1.1.3 Synchronize Order Information To Delivery Trucks
3.1.1.4 Install Package and GPS on Delivery Trucks
3.1.1.5 Delivery Commissioning

16. Detailed Statement of Work
The software application project for Pizza Delivered Quickly is mainly focused on
implementing and optimizing the six subset systems. After constructing the Requirements
Breakdown Structure, consideration will be given to the constraints and dependencies of the
activities and tasks. Once this has been accomplished, the Project Network Diagram is developed,
to include the Task ID and duration on each task. In the first activity, once we implement the on-
shift software, we can quickly move onto the next activity. The task of user training is implemented
in parallel, in order to save the total time for the project. Once the Project Network Diagram has
been finalized, the critical path can be identified as indicated stars below.
Figure 1: Project Network Diagram with critical path ( labels critical path)
Figure 2: Project Network Diagram with slack

17. Activities and Gantt chart

18. FINAL REPORT
Executive Summary
FJZP Inc. has been retained to resolve a business issue for a specific enterprise entitled,
Pizza Delivered Quickly (PDQ). PDQ reports a 30% loss in revenue sales from the point of order-
entry to their home delivery service. The loss is contributed mainly to their major competitor’s
advertisement of a 45 minute delivery time. PDQ advertises a 1 hour delivery policy. Their
Computer Operations Manager has been assigned the task to create six software applications to
enable the company plausibility to maximize their earning potential. FJZP’s Project Management
Team offers a proposal to optimize PDQ’s software cohesively. Strategically, the optimization
process would maximize production, calibrate and reorganize the necessary steps for faster delivery
time, and ultimately increase revenue sales which will create opportunity for PDQ to expand its
brand.
To accomplish the objectives; FJZP recommends PDQ implement facilities for central
order-entry location and storage for products. These locations will have the capability to receive all
incoming calls and online orders. Once the order(s) are completed, they will be routed to the
nearest storefront or pizza van for delivery or pick up. The delivery system is zoned by zip codes
and will submit orders to PDQ’s storefronts and vans within a two-three mile radius from the
customers. To reduce production time required to prepare and package the pizzas, FJZP
recommends PDQ adopt Little Caesar’s production model. The more popular pizzas such as
pepperoni, cheese, supreme, and meat lovers are pre-made, frozen and oven-ready to bake in 10-15
minutes. By applying this methodology, the time for order preparation is reduced, which fosters a
critical step in the process for faster delivery time. Logistics is addressed by assigning drivers to
specific zip codes, so that each driver is responsible for delivering orders specific to their designated

19. delivery zone. which will also aid in reducing delivery time. Customers are notified via order
confirmation of their specific 45 minutes or less delivery time, unless they have placed a specialty
order. The optimization of the inventory management subsystem will allow store managers to
submit orders for morning delivery of raw materials needed to fulfill production requirements at the
various locations. To address the routing subsystem for drivers and pizza vans, GPS systems are
installed for accurate delivery location which reduces delivery time. Customers will have the option
not only to pick up their order(s) from storefronts but also from pizza vans that are centrally located
in business parks for faster service. As mentioned, pizza vans are mobile but are utilized mainly to
service business parks for lunch and dinner hours. If a customer chooses to pick-up their order from
a pizza van, then their order(s) will be routed and submitted to a van closest to them. This process
should satisfy Dee Livery’s requirements to reduce delivery time, stabilize and increase revenue
sales, and create an IT infrastructure which aligns PDQ’s business strategies with an advanced
information system
Figure 3: Variance graph

20. The cumulative variance graph shows two lines which represent percentage of planned tasks
completed and percentage of tasks actually completed. At the beginning of the project, we followed
the schedule planned at the beginning. As the project was progressing, we had some time delay,
which caused the project to be finished behind schedule. In spite of the delayed completion time,
the project still finished within an acceptable time variance.
Figure 4: Milestone trend chart
Our milestone diagram was scaled by days, and we tracked our project process every ten
days. The difference between planned days and actual days was measured at the end of each ten day
period, and this difference was indicated on the milestone diagram until the project was completed.
As noted on the milestone diagram, we had one-day negative time variance at the end of ten days,
fifty days, and sixty days.

21. Figure5: Project progress graph
Based on the progress diagram, we had a negative time variance, which indicates the
presence of slack in the project schedule. However, at project completion, it was noted that it took
longer that we had planned at the beginning.
Overall success of the project
The goal was to complete this project in approximately 72 days. Based on monitoring the
process of the project, there was some time delay, which extended the time need to complete the
project by several days. The project was finished successfully and within the established resource
constraints. In addition, the project team met all objectives and success criteria as outlined at the
beginning. During the course of the project, the team had a wonderful time discussing and planning

22. the details of the project. When we had different ideas, we discussed together and figure out the best
way. Through our group work, we finished each project step successfully until we finished the
whole project successfully.
Technical requirement
Technical requirement
No. Subsystem Product Technical requirement
1 Order
entry
IBM Sterling
order
management
1,Easily integrated with TCP/IP-based
products
2,Touch-control operation
3,Integrating capability with payment system
4,HTTPS connections
2 Locator Pizza Locator 1,TCP/IP-based platform
2,Customized interfaces
3,Centralized database
3 Logistics Pizza Logistics 1,TCP/IP-based platform
2,Exact address match solution
3,Centralized database
4 Inventory IBM Sterling
order
management
1,Easily integrated with TCP/IP-based
products
2,Touch-control operation
5 Routing Pizza routing 1,Automatic sorting of delivery address
2,Periodically update of GPS map
Strengths and weaknesses of the approach
Now, the project is going to close very soon. We as a project team need spend some time to
look over the whole project again. What we have learned from the project, and what are our
strengths and what are our weaknesses that we realized during the project.

23. Strengths
1. Inventory management: This is the most important and competitive feature for our operating
systems, compared with our competitors in the Pizza Delivery Market. We are using
Material Requirement Planning (MRP) to plan and smooth our purchasing flow. It helps us
maintain the inventory in a very reasonable level. Thus it will lead us to most cost efficient
operation and be competitive among the competitors.
2. Routing Optimization: All the delivery trucks are equipped with GPS systems, which will
interact with our Routing Subsystem about its most current location and the traffic condition
on the road. The Routing Subsystem will do the on-line analysis and quick response to the
most optimized routs, in order to guide the delivery truck to finish the delivery quick and
time saving.
3. Process optimized: Using the most advantage technology, we bought some of the
benchmarking system in the field and implemented it. We also did a lot of development to
customize them systems according to our business operation model. During the test phase,
we can realize that the process has been optimized tremendously, the total Pizza delivery
time has been reduced as expected.
Weaknesses
1. Communication: Communication is always very important and a risk to the successful
project in the Project Management Life Cycle (PMLC). Even though we didn’t have big
problem on the communication during the project, we still can not say the communication
was efficient. In future, we can use collaborate website to help communicate and share the
important documents during the whole projects. Make sure all the project team can get the
most updated and enough information about the ongoing project.
2. User Training: We had implemented and customized the six subsystems for the company.
And there are plenty of features and functions available. We also conduct the user
acceptance test with the key users in the company. But the company still needs the complete
process on how to provide the end user enough training on the new systems and all the
functions should be well documented as operation manuals by the key users from the
business prospective. This is the very important step to make sure the system are well and
fully used in future in their daily work in the business department.
Overall speaking, this is a very successful project. But we can still learn a lot from the whole
PMLC, and do even better in the future projects.

24. Appendix:
1, POS
POS_PizzaQuick.d
ocx
2, WBS
WBS_PizzaQuick.
docx

25. 3, Resource Schedule
WBS Task name Duration
1.1.1.1 Purchase IBM software 4 days
1.1.1.2 Implement IBM platform 2 days
1.1.1.3 Training employee 10 days
1.2.2.1 Design service application 20 days
1.2.2.2 Setup store/van location
database
15 days
1.2.2.3 Match order address 4 days
1.2.3.1 Design service area 7 days
1.2.3.2 Setup store/van location
database
15 days
1.2.3.3 Match order address 4 days
1.3.1.1 Setup store/van database 15 days
1.3.1.2 Distribute order to store/van 7 days
1.3.1.3 Show order on store/van
monitor
3 days
3.1.1.1 Design and develop routing
planning package
20 days
3.1.1.2 Embed GPS function in
package
15 days
3.1.1.3 Synchronize order
information to delivery
trucks
3 days
3.1.1.4 Install package and GPS on
delivery trucks
15 days
3.1.1.5 Delivery commissioning 10 days
Table1: Time estimation
Labor $144,000
Materials $6,000
Equipment $7,000
Service $5,000
Software $7,000
Hardware $2,000
Facilities $1,500
Table 2: Cost estimation

26. 4, Final deliverables
Final
deliverables.docx
5, PDS(Project Definition Statement)
PROJECT
DEFINITION STATEMENT.docx
6, Project progress state
Time in days Percentage of tasks
planned completed
Percentage of tasks actually
completed
0 0 0
4 5.88 6
6 11.76 13
7 17.65 20
16 23.53 27
20 35.29 35
22 41.18 40
26 47.06 42
35 58.82 48
38 64.71 57
39 70.59 63
53 76.47 69
54 82.35 74
61 88.24 78
64 94.12 85
74 100.00 88
7, Project proposal
IT project
proposal final.docx