Faculty of Higher Education
Group Assignment Cover Sheet
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Due Date: dd/mm/yyyy |
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** only list students who have contributed to this assignment |
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Group Submission Declaration |
Integrity Declaration We have read and understand academic integrity policies and practices and our assessment does not violate these.
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Executive Summary
Initiated by TechUpGrowth, the DigitalShift project aims to transform each sector digitally through ERP integration, business mobile application, improved cybersecurity, cloud management, and having employees familiar with the new tech. It will reorganise internal processes in a mid-sized company with a $10 budget and 18 months of time. The major problems of the system include integration issues, organisational resistance, and perpetuating threats of cyber security. The project will stick to the adaptive development process approach, mainly emphasising more business transformation alongside other business processes.
Table of Contents
Part 1: Project Integration Management 6
Task 1: Prepare a business case 6
Task 2: Prepare the project charter 8
Part 2: Project Scope Management 10
Task 3: Develop an initial scope management 10
Task 4: Develop a work breakdown structure (WBS) 12
Part 3: Project Schedule Management 14
Task 5: Create Gantt chart for WBS, and then identify at least five milestones 14
Part 4: Project Cost and Quality Management 15
Task 6: Develop documents for cost estimate and business case financial analysis 15
Part 5: Project Resource Management 18
Task 7: Prepare a Responsibility Assignment Matrix (RACI Chart) for the WBS 18
Part 6: Project Risk Management 18
Task 8: Create a risk register 18
Task 9: Plot the risks on a Probability/Impact Matrix 21
Table of Figures
Introduction
TechUpGrowth has developed the DigitalShift project which can be mentioned as a large-scale and all-encompassing drive toward digital transformation for the further successful and competitive functioning of the company in the advanced technological environment. They are IT systems development with a project scope of 18 months and a $10 million budget based on implementing an ERP system, a customer-focused mobile application, better cybersecurity, the cloud migration of particular processes, and cognitive uplift of employees through training.
Incorporating new technologies must also complement internal workflows and further support customers to prevent cyber risks, as understood by TechUpGrowth. The change that digitisation will bring is not only effectiveness but effectiveness coupled with scalability, flexibility and higher security. This project report outlines the structured approach to managing the project, divided into six key parts: schedule, cost, resource, and risk management together with the project integration and scope. This document offers a framework for attaining the goals and objectives of the project together with the expected hurdle.
Part 1: Project Integration Management
Task 1: Prepare a business case
Business Case for Project
Date
Project Name: DigitalShift Project
The technology firm of mid-size known as TechUpGrowth wants to go for a massive digital transformation under its project called DigitalShift. The rationale for the program is the satisfaction of internal needs for efficiency increase, customer satisfaction levels, and holding a competitive position in technologically focused markets. |
2.0 Business Objective To that end, the DigitalShift project encompasses the installation of an ERP system, as well as the creation of a customer-oriented application, enhancement of cybersecurity and usage of cloud opportunities. The project is expected to ensure increased operation efficiency, customer interactions, and growth to accommodate expansion work (Amajuoyi et al., 2024, p.197(7)). |
3.0 Current Situation and Problem/Opportunity Statement Currently, there are no linkages across most processes within TechUpGrowth, thereby pointing to inefficiencies within the firm. Also, there is no step toward creating a mobile application to engage customers, and there is a need for improvement in the cybersecurity system because of the continuously increasing threats of cyber-attacks (Yaseen, 2024, p.43(3)). |
4.0 Critical Assumptions and Constraints The project employs the assumption that there are qualified employees and the necessary technology for the project (Kline et al., 2020 ,p. 9(5)). The budget to be employed on the project should not exceed $10 million, and the length of the project is 18 months. The implementation of new system projects and continued operations of business and organisational processes are closely related and depend on the effective running of the new systems without compromising the regular flow of business. |
5.0 Analysis of Options and Recommendation Three options were considered: To enable a distinction between these transition paths, the three areas of change are differently defined: (1) no change, (2) limited digital innovation, and (3) massive business evolution. While the first of these would stagnate this industry, the second can offer only limited benefits at the cost of serious drawbacks (Vaska et al., 2021,p.4(6)). The idea of having a fully-fledged digital transformation system is useful because of the magnitude of the operational, customer, and security gains possible. |
6.0 Preliminary Project Requirements The project under consideration presupposes the launch of an ERP system, the creation of an application designed for customers, augmentation of the company’s cybersecurity, and cloud services. A critical factor that will have to be provided to facilitate the implementation of these technologies is the training of employees (Molino et al., 2020,p.2(2)). |
7.0 Budget Estimate and Financial Analysis The cost estimate for the whole project is $10 million. Charges are related to ERP system implementation, mobile application, cyber security, cloud, and employee training. Increased profitability through reduction in operating costs and high customer loyalty are among the other optimistic impacts expected to support the ROI on the investment ( Arslan, 2020,p.14(3)). |
8.0 Schedule Estimate The DigitalShift project will take eighteen months in total, and the process will involve initiation, planning, execution, monitoring, and closing phases. This house has implemented an ERP system, launched a mobile app, and made investments in cybersecurity. |
9.0 Potential Risks The major risks include system integration risk, risk of cyber-attack and risk of organizational resistance to change. It should also be understood that all these risks will be minimal through proper planning, testing, and intense training of the employees. |
10.0 Exhibits Exhibit A: Financial Analysis
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Task 2: Prepare the project charter
Project Charter
Date
Project Title: DigitalShift Project |
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Project Start Date: November 1, 2024 Projected Finish Date: April 30, 2026 |
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Budget Information: $10 million |
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Project Manager: Name: David Nguyen Phone: (123) 456 -789 e-mail: David.nguyen@techupgrowth.com |
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Project Objectives: DigitalShift project will help TechUpGrowth to become an industry leader in proactivity for utilizing technology advancement by going through the digital transformation process (Hai et al., 2021, p.24(2)). The four main goals are the improvement of the internal business processes by means of the ERP system, the increase of direct communication with customers by launching a mobile application, the reinforcement of cybersecurity, and the integration of cloud solutions. Also, the project looks at practising innovative enhancement by offering employees new technologies or techniques. |
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Success Criteria: The success of the project will be measured by several key criteria: proper integration of the new ERP system with existing systems, good response from the customers using the newly developed mobile application, tremendous decrease in the levels of security threats through installing new improved security systems, and efficient transition to cloud solutions without affecting operation (Hustad et al., 2020, p.5(1)). Moreover, the identification of new technologies and enhancement of operation efficiency will be the measure of the project result since employees have to accept innovations. |
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Approach: The approach for DigitalShift is divided into five phases: These phases include: initiation, planning, execution, monitoring and closing. During initiation, the project scope will be defined, the team will be identified, and a technology review done. During the planning phase, a project plan, an identifying risk management approach, and an identification of the stakeholders involved and how to engage with them properly will be produced. During the execution phase, the organisation will Implement an ERP system, roll out a mobile application, enhance cybersecurity and go for cloud solutions. During the monitoring phase, the results of the project will be evaluated, and changes that will be made will ensure positive results are achieved. Last, conclusions and staff training on new systems would be made to end the project. |
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Roles and Responsibilities |
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Name and Signature |
Role |
Position |
Contact Information |
Group Leader |
Project Manager |
Project Manager |
Group_leader@techupgrowth.com |
David Nguyen |
IT System Architect |
IT System Architect |
David.Nguyen@techupgrowth.com |
Michael Thompson |
Cybersecurity Specialist |
Cybersecurity Specialist |
Michael.Thompson@techupgrowth.com |
Group Member1 |
Mobile App Developer |
Mobile App Developer |
Member1@techupgrowth.com |
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Comments: (Handwritten or typed comments from the above stakeholders, if applicable) |
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Part 2: Project Scope Management
Task 3: Develop an initial scope management
Scope Statement (Version xx)
Project Title: DigitalShift Project Date: Prepared by: |
Project Justification: DigitalShift is a strategic project that TechUpGrowth has taken with the view of shifting the company to the next level having regarded the strength of the organization in the growing technology industry. The goal of the project is to increase effectiveness through the application of new technologies and improved organisation of the business processes and facilitate better satisfaction of the customers. By implementing the ERP system in TechUpGrowth, the organization can enhance its internal business processes, therefore enhancing its resource utilisation and consequently the decision-making process. |
Product Characteristics and Requirements: 1. ERP System Implementation: The academic will involve choosing, configuring, and implementing the ERP system to include a number of activities like; finance, human resources, and purchases that will increase the effectiveness of the operation (Mahar, 2020, p.6(3)) 2. Customer-Centric Mobile Application: To have an application that smoothly connects the clients of TechUpGrowth with the company’s services, including account options, details about the products and services offered, and customer care services. 3. Enhanced Cybersecurity Measures: Security measures such as encryption of automatically generated customer and company data, user authentication and the conducting of security scans on the website (Wylde et al., 2022, p.126(8)). 4. Cloud-Based Solutions: Cloud computing strengthens the ability to choices, and effectiveness and access data and applications across devices. |
Product User Acceptance Criteria: The project user acceptance criteria are the successful functionality testing of the ERP system, positive reactions from employees on the ease of using the system, improvements in the level of engagement with customers using the mobile application, and reduction in the occurrence of security-related incidences. Summary of Project Deliverables The artefacts of the DigitalShift initiative that encompasses the concept of digital transformation in organizations are as follows: Project management-related deliverables: The project management-related deliverables include business case, project charter, team contract, scope statement, work breakdown structure (WBS), project schedule, cost baseline, status reports, final project presentation, final project report, Lessons learnt report and any other relevant documents. Product-related deliverables: research reports, design documents, software code, hardware, etc. 1. Research Reports: Identified detailed evaluation of technology outlook and products in relation to the project. 2. Design Documents: More specifically, the documents describing the design and the architecture of the implemented ERP system and the mobile application. 3. Software Code: The ERP system as well as the customer-focused mobile application developed based on this codebase. 4. Hardware Infrastructure: Exchanged existing hardware elements for enhanced ones in order to cope with the requirements of the new systems. |
Task 4: Develop a work breakdown structure (WBS)
WBS Dictionary Entry
Date
Project Name: DigitalShift Project
WBS Item Number: 1.0
WBS Item Name: ERP System Implementation
Description: The WBS for effecting the DigitalShift project will show the sequence of activities and products that will be required in a hierarchical manner for the achievement of digital change at TechUpGrowth. WBS as a tool reduces the complexity of the project and demarcates responsibilities systematically to avoid issues with scope definition and progress measurement.
Work Breakdown Structure (WBS)
Project name: DigitalShift Project
1. Initiation Phase (Months 1-2)
1.1 Define project scope, objectives, and key deliverables
1.2 Assemble the project team and allocate roles/responsibilities
1.3 Conduct technology assessment of current infrastructure
1.4 Review and approve project initiation documents
2. Planning Phase (Months 3-6)
2.1 Develop a detailed project plan
2.2 Perform risk assessment and create a mitigation strategy
2.3 Engage stakeholders and gather feedback
2.4 Allocate resources and finalize the budget
3. Execution Phase (Months 7-12)
3.1 Implement an ERP system
3.1.1 System integration
3.1.2 ERP testing and user acceptance
3.2 Develop and launch customer mobile application
3.2.1 Mobile app design
3.2.2 Mobile app testing and feedback
3.3 Upgrade cybersecurity measures
3.3.1 Conduct vulnerability assessments
3.3.2 Implement advanced cybersecurity protocols
3.4 Migrate selected operations to cloud-based solutions
3.4.1 Select and configure cloud services
3.4.2 Test cloud migration and ensure scalability
4. Monitoring and Controlling Phase (Months 13-15)
4.1 Track project milestones and progress
4.2 Conduct system performance and user feedback reviews
4.3 Address issues and update plans accordingly
5. Closing Phase (Months 16-18)
5.1 Finalize implementation and project handover
5.2 Conduct comprehensive testing and quality assurance
5.3 Provide employee training on new technologies
5.4 Prepare final project report and lessons learned
Part 3: Project Schedule Management
Task 5: Create Gantt chart for WBS, and then identify at least five milestones
Gantt chart for WBS
The five key milestones could be:
1. The initiation phase is done at the end of the second month with scope, assembling a project team, and initiation documentation approval.
2. Detailed Project Plan and Budget Finalized (End of Month 6) – At the end point of other planning phase tasks such as; risk assessment exercise, stakeholder mapping, and management activities.
3. ERP System Integration (End of Month 9) – The extent of incorporating different modules in the system and how valid they are for use in the organization.
4. Development of mobile app and new measures in cybersecurity implemented (End of Month 10 - development of the mobile app; feedback; improvements in cybersecurity).
5. Final Training Delivery and Project End (End of the 18th month) – handing over the completed work after the final exercise on training, quality check, and reporting.
Part 4: Project Cost and Quality Management
Task 6: Develop documents for cost estimate and business case financial analysis
Project Cost Estimate Breakdown
WBS Category |
Internal Labor ($/hour) |
External Labor ($/hour) |
Labor Cost ($) |
Non-labor Cost ($) |
Total Cost ($) |
1. Initiation (250 hrs) |
250 hrs x $60 |
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$15,000 |
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$15,000 |
2. Planning (500 hrs) |
500 hrs x $60 |
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$30,000 |
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$30,000 |
3. Execution |
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$875,500 |
3.1 Supplier Management Training (500 hrs)| |
500 hrs x $55 |
500 hrs x $140 |
$97,500 |
$75,000 |
$172,500 |
3.2 Negotiating Skills Training (250 hrs) |
250 hrs x $50 |
250 hrs x $140 |
$62,500 |
$50,000 |
$112,500 |
3.3 Project Management Training (350 hrs) |
350 hrs x $65 |
350 hrs x $130 |
$78,750 |
$40,000 |
$118,750 |
3.4 Software Applications Training (450 hrs) |
450 hrs x $55 |
350 hrs x $130 |
$96,750 |
$50,000 |
$146,750 |
3.5 Course Administration (350 hrs) |
350 hrs x $50 |
350 hrs x $240 |
$85,750 |
$70,000 |
$165,000 |
3.6 Course Evaluation (250 hrs) |
250 hrs x $50 |
- |
$12,500 |
- |
$12,500 |
3.7 Stakeholder Collaboration (350 hrs) |
350 hrs x $50 |
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$17,500 |
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$17,500 |
4. Monitoring and Controlling (400 hrs)| |
400 hrs x $50 |
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$20,000 |
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$20,000 |
5. Closing (150 hrs) |
150 hrs x $50 |
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$7,500 |
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$7,500 |
Subtotal |
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$875,500 |
Reserves |
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$87,550 |
Total Estimated Cost |
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$963,050 |
Cost Summary:
The cost estimation of this project breakdown is $963,050.
Costs are still high during the Execution Phase but significantly lower compared to the estimated cost, especially regarding labor rate and time taken on tasks.
There is also a slight rationalization in non-labor costs, particularly training and seeking consultation with experts outside the university in the development of courses.
Financial Planning for the Business Proposal
Key Financial Metrics:
- Discount Rate: 8%
- Total Costs (discounted): $8,526,457
- Total Benefits (discounted): $15,784,632
- Net Present Value (NPV): $7,258,175
- Return on Investment (ROI): 66%
- Payback Period: Year 2
Cost-Benefit Analysis Breakdown:
Year |
Costs ($) |
Benefits ($) |
Discount Factor |
Discounted Costs ($) |
Discounted Benefits ($) |
Year 0 |
5,800,000 |
0 |
1.00 |
5,800,000 |
0 |
Year 1 |
1,500,000 |
150 |
0.93 |
1,388,889 |
139 |
Year 2 |
950,000 |
200 |
0.86 |
815,019 |
172 |
Year 3 |
9,500,000 |
200 |
0.79 |
522,549 |
158 |
Total |
17,750,000| |
550 |
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$8,526,457 |
$15,784,632 |
Break-even Point:
Also achieved in Year 2 whereby the cost of production is outdone by the resultant benefits.
Conclusion:
In this case, the NPV remains positive and stands at $7,258,175 and the ROI is at 66% marginally above the earlier projection.
The overall cost is lowered by about $10,000, or 10 percent, through better resource utilization and a slightly lower rate of external labor.
Although the payback period is constant and equal to 2 years, the project continues to be financially legitimate and shows better cost-benefit comparison.
Part 5: Project Resource Management
Task 7: Prepare a Responsibility Assignment Matrix (RACI Chart) for the WBS
Part 6: Project Risk Management
Task 8: Create a risk register
Risk Register for the project name
ID No.
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Rank |
Risk |
Description |
Category |
Root Cause |
Triggers |
Potential Responses |
Risk Owner |
Probability |
Impact |
Status |
1 |
High |
Integration Challenges
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Difficulties in integrating the new ERP system with existing software may lead to operational disruptions. |
Technical
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Incompatibility between legacy systems and new technologies |
Delays in system testing and user feedback |
Conduct thorough testing and pilot integrations before full deployment.
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IT Systems Architect |
High
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High
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Active |
2 |
Medium |
Employee Resistance to Change |
Employees may resist adopting new technologies and processes, hindering the project’s success. |
Organizational |
Lack of training and communication regarding new systems |
Feedback from employee surveys and team meetings |
Implement comprehensive training programs and change management strategies
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Change Management Consultant |
Medium
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High |
Active |
3 |
Medium |
Cybersecurity Threats |
Increased cyber threats could compromise sensitive data during the transformation.
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Security |
Transitioning systems may have vulnerabilities |
Reports of cyber incidents in similar organizations |
Strengthen cybersecurity measures and conduct regular audits |
Cybersecurity Specialist |
High |
Medium |
Active |
4 |
Low |
Budget Overruns |
The project may exceed the allocated budget due to unforeseen expenses |
Financial
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Inaccurate cost estimates during planning |
Invoices exceeding budget thresholds |
Implement a strict budget tracking system and review expenses regularly |
Project Manager |
Medium |
Medium |
Active |
5 |
Medium |
Delays in Project Timeline |
Project milestones may be delayed, impacting the overall schedule |
Schedule |
Resource allocation issues and scope changes |
Missed deadlines in key project phases |
Regularly monitor progress and adjust resources as needed |
Project Manager |
Medium |
High |
Active |
Task 9: Plot the risks on a Probability/Impact Matrix
Probability/Impact matrix
Explanation of Risks:
- Risk 1: This risk is with high probability and high severity, therefore, rated as the most important risk that requires significant risk response. Negatives that could otherwise deeply impact the project or business if not prevented include such risks.
- Risk 2 and Risk 5: Both potentials are classified as medium likelihood and high severity which means that while not as frequent as Risk 1, they can greatly affect. As with the above-highlighted risks, they also should be closely monitored and their respective risk mitigation plans made.
- Risk 3: This risk has a high probability of low amplitude meaning it is very probably to occur many times but the effect will not be very drastic. It may be managed with contingency strategies.
- Risk 4: This stands at a probability level of 3 and a severity level of 3; it is therefore a moderate risk. The risk response should also be appropriate but not as urgent as that of high-impact risks.
Use:
When risks are represented in this matrix, action plans can be defined effectively to address the key problems and address the most critical threats. Indeed, risks whose probability stands high and impact high are usually considered a priority over risks that stand low in the prospects axis and low in the impact axis.
Overall Summary
The report outlines the DigitalShift project at TechUpGrowth, emphasizing its necessity for digital transformation in a competitive landscape. Key objectives include implementing an ERP system, developing a mobile application, and enhancing cybersecurity measures. The project scope includes essential deliverables such as business cases and design documents. A detailed risk register identifies potential challenges, including integration issues and employee resistance, along with strategies for mitigation. The project's success hinges on effective change management, rigorous training, and continuous monitoring. Ultimately, the DigitalShift initiative is poised to improve operational efficiency and customer engagement while fostering innovation within the organization.
References
Amajuoyi, C.P., Nwobodo, L.K. and Adegbola, A.E., 2024. Utilizing predictive analytics to boost customer loyalty and drive business expansion. GSC Advanced Research and Reviews, 19(3), pp.191-202. https://gsconlinepress.com/journals/gscarr/content/utilizing-predictive-analytics-boost-customer-loyalty-and-drive-business-expansion
Arslan, I.K., 2020. The importance of creating customer loyalty in achieving sustainable competitive advantage. Eurasian Journal of Business and Management, 8(1), pp.11-20. https://www.proquest.com/openview/b713fccb5e654cec5a2a678a93b67e89/1?pq-origsite=gscholar&cbl=4371414
Hai, T.N., Van, Q.N. and Thi Tuyet, M.N., 2021. Digital transformation: Opportunities and challenges for leaders in the emerging countries in response to COVID-19 pandemic. Emerging Science Journal, 5(1), pp.21-36. https://d1wqtxts1xzle7.cloudfront.net/98231719/pdf-libre.pdf?1675531630=&response-content-disposition=inline%3B+filename%3DDigital_Transformation_Opportunities_and.pdf&Expires=1728297343&Signature=BXXqAVU2rH6hw8XBilSe2SBGzQ0BLAGQIk8gbLeCJ~0XUtPbNs1ZfPOdP9AyQhbWM~aY6KIUyqTNIqSQf2RFKZN6oIa9K5X5VLYHiN5jAtHbSIk3QbHqKSnWbqyP5wmMmuDvhBkD1v71MBnfWBytORnFq6DbY7y9K-dNq8WS-JNLC7ZjIPYQbTJTAYTGMD9PveiapSFJGlEVzKB~bA~YB-HKeEZ~M1qkgdgneRx5okc1cJXOskk5QZPFutpFh2xrTJzrs9eUJtcEgePW4BLUIkK-7oTvpkn6UwePTUB301M3SfHHih6bUBgDCLFO5jwrWzxuDYmmdRQudh19i7MVoA__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA
Hustad, E., Sørheller, V.U., Jørgensen, E.H. and Vassilakopoulou, P., 2020. Moving enterprise resource planning (ERP) systems to the cloud: The challenge of infrastructural embeddedness. https://uia.brage.unit.no/uia-xmlui/handle/11250/3044038
Kline, J., Kumar, S. and Ritzhaupt, A.D., 2020. Project management competencies of educational technology professionals in higher education. The Journal of Applied Instructional Design, 9(3). https://edtechbooks.s3.us-west-2.amazonaws.com/pdfs/204/3317.pdf
Mahar, F., Ali, S.I., Jumani, A.K. and Khan, M.O., 2020. ERP system implementation: planning, management, and administrative issues. Indian J. Sci. Technol, 13(01), pp.1-22. https://www.researchgate.net/profile/Awais-Jumani/publication/338501731_ERP_System_Implementation_Planning_Management_and_Administrative_Issues/links/5e182051299bf10bc3a09fd9/ERP-System-Implementation-Planning-Management-and-Administrative-Issues.pdf
Molino, M., Cortese, C.G. and Ghislieri, C., 2020. The promotion of technology acceptance and work engagement in industry 4.0: From personal resources to information and training. International journal of environmental research and public health, 17(7), p.2438. https://www.mdpi.com/1660-4601/17/7/2438
Vaska, S., Massaro, M., Bagarotto, E.M. and Dal Mas, F., 2021. The digital transformation of business model innovation: A structured literature review. Frontiers in Psychology, 11, p.4. https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2020.539363/full
Wylde, V., Rawindaran, N., Lawrence, J., Balasubramanian, R., Prakash, E., Jayal, A., Khan, I., Hewage, C. and Platts, J., 2022. Cybersecurity, data privacy and blockchain: A review. SN computer science, 3(2), p.127. https://link.springer.com/article/10.1007/s42979-022-01020-4
Yaseen, A., 2024. Enhancing Cybersecurity through Automated Infrastructure Management: A Comprehensive Study on Optimizing Security Measures. Quarterly Journal of Emerging Technologies and Innovations, 9(1), pp.38-60. https://vectoral.org/index.php/QJETI/article/view/68
