Project Management Plan
Introduction
Company X is a big automotive retail firm located in the United Kingdom that recently closed three showrooms in Leeds, Bradford, and Halifax in order to construct a single supersite showroom in Manchester. It entailed reorganizing departments and laying off a number of managers and salespeople. The goal of the project is to build a supersite with over 4000 automobiles, 128 salespeople, and 42 supervisors.
The plan encompasses a project team of six company X employees who have not worked together before and includes a new Account Manager, remaining site Managers, and a new Manager, whereas the group’s CEO’s nephew has been assigned to the team. The team consists of individuals with a wide range of abilities, expertise, and experience in the establishment of showrooms. Harper, a German partner, and Jennings, a UK franchise partner, are among the company’s stockholders. Due to Company X’s struggles to acquire finances as a result of branch closures in Halifax and Bradford, the two partners have contributed £250,000 to assist in setting up the showroom. The cash will be used to help fund the project, but it will be refunded once the site generates revenue.
The board of directors of firm X is putting pressure on senior management to transform the site into a profitable operation. This is owing to the high relocation expenses associated with procuring land in Manchester, as well as the building expenditures. The Salford location was contentious because it is next to a green nature reserve and a determined community organization known as the Green Crusaders, which has fought the building of the retail vehicle shop. Despite the local authority’s approval to operate the vehicle showroom, green crusaders continue to protest in the local media and residential areas. The board is eager for the project team to open the site as soon as possible to demonstrate the sustainability of a Manchester showroom, and everyone is eager to open the doors in a matter of months in order to protect sales and employees’ employment. Although the organization has acknowledged the project manager, it is concerned that a premature opening may result in supervision issues. Due to the current COVID-19 limits, automobile supply is low in the group, and it is expected that just 40% of the stock will be available for Manchester’s grand opening.
Project Approach, Plan, and Monitoring
Project Schedule
In project management, scheduling is the planning of activities, milestones or deliverables in a project (Armenia et al., p. 26). A timetable often contains a beginning and completion date, as well as the timeframe of each activity and the staff assigned to it (Bröchner, no pagination). Project scheduling is a critical component of time management success (Epler and Leach, p.114). The goal of the project schedule is to generate realistic schedules and milestones. Because of the project’s complexity, the team chose to employ a work breakdown structure based on deliverables. A Deliverable-Based Work Breakdown Structure depicts the correspondence between project scope and deliverables.
The project timetable has various dependencies, according to a careful examination. Dependencies may be exploited to the company’s advantage through the AON if one can figure out how to speed up important route activity execution (Nijhuis et al., p. 62). Before starting actual work, for example, key planning activities would have to be completed. Similarly, interior work had to be postponed until the team had completed the majority of the outside work (Palumbo et al., p. 416). It was determined that the project would require a critical route because of these constraints. The longest series of jobs in your network diagram is represented by activity on node (AON) (Petrulevich et al., p.18). The critical route is a set of crucial tasks that must be done for the project to be finished on time (Tereso et al., p.6). The following basic AON may be used to demonstrate this relationship.
The project would not hire any extra personnel due to a restricted budget, and all activities would be governed by the length of the existing assigned staff members. The contractor would be responsible for four weeks of external work and seven weeks of interior work. Following the contractor’s completion, the contents would take two weeks to complete on a tight timeline. All other actions that are not interdependent would be carried out at the same time.
The progress of the activities was shown on a Gantt chart, as seen above, to keep track of them.
Cost Analysis
The act of breaking a cost summary into its constituent pieces and investigating and reporting on each one is known as cost analysis. It is the comparison of expenses (as of standard versus actual, or for one time period versus another) with the goal of identifying and reporting on situations that can be improved (Wang et al., p.36). Each participant must meet the following requirements in order to get the project cost estimates provided in the case study.
Table 1. Cost estimates
Impact Assessment, Risk Analysis, and Contingency Plans Development
Impact Assessment
Table 2: Project Assessment Criteria
Risk Analysis
Risk analysis is the process of calculating the likelihood of a risk arising during a project. There are two techniques to risk analysis, according to Zhang et al. (no pagination), quantitative and qualitative. Because the project incorporates both qualitative and quantitative data, it employs both of these methodologies. The green leisure space close to the showroom is the first emphasized worry in the development license (Yoe, no pagination). Given that the local government has already given the go light, this threat is unlikely to materialize. However, thanks to the work of a local advocacy group, it is still a possibility. However, the impact would be significant since the entire operation would come to a standstill. Any improvements done on the property should be ecologically friendly.
Company X should engage in corporate social responsibility by introducing electric automobiles and planting trees to offset this risk (Walton et al., p.241). This action would alleviate the problem and allow the company to include a strong feeling of corporate social responsibility into its marketing strategy (Stekelorum, p. 228). CSR is becoming increasingly important for the automobile sector, as automobiles are one of the world’s biggest carbon emitters. COVID-19’s health risks were determined to be another danger. With daily COVID-19 infections being reported daily, the possibility of this danger is quite high (García-Rosell, p. 1019). These can infect key employees, such as contractors and managers. Depending on the severity and the resulting isolation of COVID-19 patients and the time delayed might vary from four weeks to months (Rogelberg, no pagination). To reduce the risks presented by the COVID-19 pandemic, the construction site will adhere to all necessary federal and international health standards (Pamidimukkala and Kermanshachi, p. 100). Handwashing, using protective masks, and maintaining social distance are among them.
Contingency Plans
This is the most critical yet often overlooked aspect of project management after risk identification. It aids in the assessment of risks, the identification of threats, and the development of backup plans to protect your mission-critical activities from unanticipated setbacks (Coco and de Souza Dias, p.218). The project will be canceled if one of the team members is at risk of conducting COVID-19 throughout the project. In this scenario, the procedures listed below will be necessary (Zhao, Feng, and Shi, p. 1167). Since the closure of the previous three showrooms, the company has been able to replace an important team member. Because of the enormous number of personnel at the company’s disposal, this capacity to replace has been made feasible. The company should also formulate an elaborate policy on the recruitment of talent and the dismissal of employees (Morrison-Smith and Ruiz, p.5). There should also be clear documentation on what the company should do in case of employees resign or in case of a labor crisis.
Issues Affecting Project Performance
Inexperienced Employees
Scope of the Problem
Workers that are unable to operate as a team will be a source of contention for Company X. When one of your employees fails to meet your expectations, it’s time to step in. Performance is a mix of talent and willpower. Employees must be capable of performing their given tasks as well as motivated to do so (Pillemer and Rothbard, p. 356). Identifying the source of the performance issue might aid in determining the best course of action. Nonetheless, firm X’s personnel will have problems forming teams because the project’s people have never worked together before.
Lack of commitment is one of the most difficult aspects of partnering. A lack of commitment is demonstrated when a group refuses to fix the difficulties. The goal is to acquire buy-in from everyone on the team, including the boss. Furthermore, teams that avoid confrontation do poorly (Gary p. 90). Avoiding debate and disagreement adds little to the development of trust and much less to the achievement of desired outcomes. Teams that avoid confrontation are doomed to fail. Commitment is a collection of skilled, motivated people who, despite their inherent differences, believe in a certain course of action. To put it another way, persistence is the capacity to keep going in the face of adversity.
Furthermore, team members lack trust, are averse to confrontation, and are unable to commit. Rather, they prioritize their safety and the maintenance of tight relationships. To prevent conflict, people cease listening to other people’s issues. Conversations appear to be becoming more civilized at this point. Teammates who are overlooked or alienated from one another feel excluded. Due to their unwillingness to join, they are less likely to “get on board.” A team’s development is harmed when decisions are postponed or duties are not completed. The euphoria surrounding the project begins to dissipate, and arguments become all too prevalent. Several members of the team are unaware of the team’s achievements.
Proposed Solution
To assuage fears about team loyalty, make sure the employees are challenged and delighted. Employees that are excited about the current project will be dedicated to their team and the company. The purpose of management is to instill gratitude in the team members (Isin, p.344). Individuals are more willing to contribute when they believe their effort has a significant impact on the company, according to the findings. Furthermore, people should be encouraged to engage on their terms (Mouritz, pp.115-124). Allowing team members to form their workgroups increases the likelihood that they will give their all and stay committed to the team’s goals.
Extra Team Members
Scope of the Problem
Bringing in fresh people as a project managers is not a bad idea when considering their competencies and how much the project requires such capabilities. Integrating new members into established teams, on the other hand, is a challenge (Macaulay, p.198). The important qualities necessary for project success are soft skills, which vary greatly depending on the circumstances ( Hemachandra and Sharkasi,p.50). As a project manager, you understand how difficult it can be for teams to communicate, which may lead to severe project management challenges. The new teams will require resources to train, especially if they have never worked on a project of this scope before.
Proposed Solution
It is the project manager’s role to provide direction throughout the project, ensuring that each team member is aware of their responsibilities. The project’s success hinges on effective communication with all project stakeholders (Ellinas, p.63). Another alternative is to provide project management training to new team members to improve their communication skills.
Nepotism
Scope of the Problem
The CEO’s family members must be closely monitored. However, it can be challenging for a project manager to achieve such actions (Zell). Given how tough it is to fire someone who has a conflict of interest. A CEO’s nephew may take over top positions. If a relative is employed, other workers on business X’s project may feel envious, believing it implies favoritism. This nepotism is most evident when a family member or acquaintance is elevated over a non-related relative or friend. Personal problems can be brought into the workplace (Spurk and Straub, no pagination). Other workers may become anxious as a result of this move, making the job more difficult to complete. Workplace problems may be brought home to the family. They may also have an impact on our interpersonal ties within the company (Kurbonov, p.5). Making necessary career changes would be much more difficult if they might endanger a family member who works for them.
Proposed Solution
If relatives are sure of their ability to do the task, they should be employed. A family member or acquaintance who is inept will not have to be fired. A good alternative is to hire a family for a three-month trial period (Shekhawat, p.53). After that, if the CEO is pleased with their work, they may be hired on a long-term basis. Make it plain to family members that they will be treated equally with other employees (Stankov and Tsochev, p.29). This strategy implies that they might be fired in the same way as other employees. Each relative should sign a formal contract outlining their roles and obligations inside the company, as well as their pay (Aguinis). A legal document might help them de-stress and advance in their careers.
Inadequate Financing
Scope of the Problem
It looks like the project is underfunded. Without adequate money, the effort for business X will struggle to get critical resources and, as a result, will have a difficult time generating the cash required. The funds offered by the company’s partners are insufficient to finish the project on schedule. Because numerous elements depend on personal financial decisions made for the project, spectrum and program-building professionals must have made this a top concern.
Proposed Solution
Despite the challenges, Company X is nevertheless able to raise financing. The purchase of loans from financial institutions is one of these strategies. It can also take on public debt by borrowing money from the general population (Philippas and Avdoulas, p.360). Furthermore, because the corporation is not facing bankruptcy, it has choices such as market placement of securities, syndicating of long-term commercial loans, and borrowing money from government organizations (Kovács and Falagara Sigala, p.41). The increased funds would be used to address both unanticipated and anticipated risks.
Pressure from the board of directors
Scope of the Problem
Board requirements are rarely mentioned as a driver of big data initiatives in businesses, although they are; these demands are then carried from the C-level to the company’s middle management, which is in charge of project implementation and analysis. Directors are responsible for directing the Association’s operations and complying with the law while acting in the best interests of the members (Lee and Tang, p. 983). Directors must fulfill several responsibilities to maintain their fiduciary duty, which is a legal obligation to act only in the best interests of another party. It is vital to use caution with the management and stakeholders (Levy). A talent’s responsibility includes a duty to avoid conflicts of interest. Directors consider the personal and social consequences of their decisions.
When a director has a vested interest in or stands to profit directly from a board-managed issue, it is called a conflict of interest. When a director is a member of two groups with opposing purposes, a conflict of interest may arise (Craighead, Ketchen, and Darby, p. 838). When a director, a family member, or a friend stands to profit financially from a board decision, the director must declare any actual or perceived conflict of interest and be barred from making decisions regarding that option (Manstead, p.267). While carrying out the association’s goal, directors must act honestly and in good faith in the best interests of the members. They must use the same level of prudence and diligence as a reasonably prudent individual in similar circumstances.
Proposed Solution
Important decisions should be made by consensus whenever possible. Due to the short period of the initiatives, opinions and consensus are frequently formed before the meeting (Ucko, p. 251). More discussions in the boardroom are planned to cement the agreement and fine-tune the decision. To begin, one could argue that being a manager, even at the highest level, equates to being a member of a board of directors (Chakraborty and Ganguly, p. 180). This is critical in our project because some of the duties demand the participation of the entire team. Having previously served on a board of directors can help you understand the differences between duties and responsibilities (Alvarenga et al., no pagination). Board members need to continue learning and take notes. If everything is in order, the solutions will aid the board in its decision-making.
The Covid-19 Pandemic
Scope of the Problem
COVID-19 has changed the way project managers think about project management. When it comes to how governments and corporate boards of directors are responding to the COVID-19 problem, agile management appears to have become the de-facto standard way of coping with the unexpected (Kanapathipillai, p. 4). Decisions are made under ambiguous conditions, with reduced planning timeframes and activity changes in reaction to pandemic symptoms (Dagens et al., p.369). Both internally and internationally, organizational communication has evolved (Chede. p.4197). This aspect of project management has to be changed right away. Separately, internal and external communication is handled. It has the potential to transform firms that have never dealt with remote workers before.
No change was reported by global players who previously had virtual teams. The best part is that we can communicate remotely and rapidly catch up on lost information (Zhang and Wang, p. 101). The disadvantages stem from the accidental loss of knowledge about the project’s history and complexity that would have been uncovered at numerous coffee meetings. A face-to-face conversation is something we miss. It may be wearier as a result of the extra work and focus required for online interaction. Furthermore, reaching an agreement on specific project challenges and ensuring that everyone is on the same page takes time.
Proposed Solution
We will continue to adjust to working and living in a digital world as the trend toward remote work continues. With the help of modern technology, meetings, interviews, and employee training are all being altered to match a more socially distant way of life (Gasmi, pp 100 -409). Despite the hurdles and hazards, we may all benefit from a better experience. Attending a conference call while urgently trying to quiet oneself might be humiliating. To optimize the time given, it is advisable to be in the lobby 5-10 minutes earlier than the meeting’s start time (d’Ettorre et al., p. 601; Hasanah,.p 6). Before participating, please double-check that the camera feed and microphone are both working. If one enters a counterargument, corrective and disciplinary measures should be implemented.
Project Resourcing and Finances
Human resource is an essential part of any organization as people are responsible for the formulation and setting of standards. The following sections address human and financial resource management principles used in the project.
Human Resource Management
The HR department is tasked with the recruitment of employees into an organizational workforce. As Company X goes through the completion phase of its supersite, most of the construction work will be carried out by the contractor. The Human resource department is responsible for the distribution of tasks among employees and should ensure the best-qualified persons are tasked with critical tasks (Jiang and Messersmith, p.6). As a result, the overall company operations will be manageable. The department should also embark on performance management to reward employees based on their output. Learning and development programs will also be developed to equip employees with new skills. A succession plan will be developed to ensure a smooth transition from one team to another. The plan will define what should be done when recruits are onboard, after promotions, or resignations.
Financial management
Financial resources are sued by businesses to acquire the funds they require to finance their investments, capital, and ongoing operations. Financial Institutions, Capital Markets, and Owner’s Equity are the three main sources of financing for a business. There are three types of decisions made in financial management: investment, financing, and dividend decisions. Since the company does not pay dividends, the main concern will be investment and financing decisions. Company X closed three branches to consolidate its operations and raise revenue finance and kick-start operations in the supersite. The company will consolidate the accounts of the closed branches to bring in more stock and finance other essential operations.
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