Professional Documents
Culture Documents
The project Management Team (PMT)have presented a project business case to the owner of vegetarian
restaurant. The restaurant owner and her investors have agreed that the business case is acceptable and
the project. The PMP will apply tools and techniques to design a program me of scheduled work to ensue
that the project runs smoothly and efficiently. The outcome will be the successful popening of a
vegetarian restaurant called that will be on time, within budget and profitable within the first year.
There are four main stages of this project’s lifecycle: defining the project, designing the project process,
delivering the project and developing the process. This PMP concentrates on the design stage of the
project’s lifecycle only.
2.0 Rationale
Vegetarian food has a high profile in the UK and awareness is increasing about how vegetarian diets can
reduce health problems. However, few restaurants in Bristol offer a dedicated vegetarian experience.
Therefore, restaurant will offer delicious homemade healthy vegetarian food in a friendly and relaxed
space, using locally sourced organic ingredients.
3.0 Complexities
To ensure that the implementation of this project is a success, a set of unique coordinated activities will
be completed by meeting specific performance objective within a defined schedule, cost and performance
parameters. However, the coordination of these activities makes this a highly challenging and complex
process. To ensure efficient and effective delivery of the PMP the Project Manager (PM) will take
responsibility for ensuring that all activities are managed and monitored constantly throughout all four
stages of the project’s lifecycle. This will guarantee that the restaurants grand opening will occur on the
21st November 2016.
4.0 Objective
Mission statement
4.1key success factors
The project’s key success factors will be measured against both the business and project strategic
objectives and it will be the role of the PM to turn these strategic objectives into a successful
organizational venture.
Selection
Constrains
Strategic plan
Assumptions
PROJECT SCOPE
MANAGEMENT
Scope statement
Scope statement
Change control system
Scope plan
Scope change control
5.1 Statement of project scope
The project will initiate may 2nd 2016 and be considered complete when resturent opens for business on
the 21st November 2016.
Research
staff
Library
6.0 Management plan
Planning does not necessarily guarantee project success but the lack of planning will probably guarantee
its failure. Therefore, to reduce the risk of this project failing the PMP has been designed in a structured
manner so the project’s progress can be monitored and evaluated by the application of management tools
and techniques. This is done so that specific resources are allocated efficiently and effectively. This will
reduce uncertainties and increase the likelihood of the project’s success.
6.1Resource management
Resource allocation is a composition of planning, scheduling and coordinate management. This will be
the primary responsibility of the PM, who will ensure that all elements of the project are allocated
appropriately with some slack within the system. This will be monitored closely to prevent the risk of
activities lagging behind the project’s schedule.
6.4Constraints
The project’s potential constraints will be cost, time and quality associated with each individual activity
and their potential impact on the project’s duration. To ensure the project is a success the PMT will focus
on the critical tasks being completed on time for example, renovation of the property. The opening of
restaurant will depend on this being completed on time and within budget.
6.5Gantt chat
The purpose of the Gantt chart is to illustrate the relationship between activities and duration. The WBS
has identified the activities and restaurant owner has identified the duration. The Gantt chat documents
how long the project will take through the use of a detailed work schedule (see figure 4). It presents each
activity that is necessary to complete the project. Each project team member has been assigned an activity
that will be completed within an identified period of time showing how those activities are linked and
how they flow from each other.
7.0 Financial planning
The project has start-up capital of 80,000 which has been calculated via a cash flow forecast statement
showing adequate cash flow for the following year. It has been estimated that restaurant will be profitable
within the first year, with an estimated date for return on investment by the 2nd October 2017. This project
has a bottom up approach to costing by applying estimated financial cost to each element of WBS. As the
project nears completion the PM will have more certainty of the final times, resources and therefore costs.
This approach to costing reduces the risk of inaccuracies of financial costing and allows closer monitoring
of the project’s budget.
7.1Budget overview
Costs Value ()
Project Management 10,000
Market research 2,000
Procurement
Premises (for the first 3 month rent) 7,500
The cash flow needs throughout the duration of the project have been estimated estimated via a cash flow
forecast statement (see figure 5). This lists lists all the major goods and services required. Understanding
of their estimated costs is essential in determining if the opening of restaurant is financially viable.
8.0Governance
Project governance set out who is responsible for doing what and to whom they are responsible (Maylor
2010). This project is small and therefore has a relatively uncomplicated governance structure (see figure
6).
8.1 Governance structure
The investors are responsible for providing capital investment and the restaurant owner is responsible for
ensuring the restaurant is profitable within a year and she is accountable to the investors. The PM is
responsible for the management of the project and is accountable to the restaurant owner. The PMT is
responsible for the implementation of the project and operates within structures that exist for the life of
the project and are accountable to the PM. The project’s administrator is responsible for the
administrative work for the project and is accountable to the PMT.
Investors
Project
Manager/Leader
James
Project administer
8.2 Communication management
Effective communication and information processing will be an integral part of this project’s governance
process and is seen as an essential part of the project’s success. Communication will occur throughout all
stages of the project’s lifecycle and will not just be between different members of the PMT but also
between all relevant stakeholders. To reduce the risk of poor communication a clear communication
process has been identified and will be documented via a communication management document
(see figure 7).
9.1 Uncertainties
An unpredictable undertaking with a constrained spending plan and time thus the future can't be
anticipated with conviction and as a rule neither can the reaction to exercises did in the project. Hence, the
administration of uncertanity has been viewed as an important component of this PMP for viable task the
executives. According to (Maylor 2010) the project management process of building the educational can
be duplicated which means the uncertainty for the PM in relation to managing the process is less in any
case, there will even now be some vulnerability in connection to execution estimates, for example, cost,
span and quality.
Project
Project
Organisational Ethical External
Management
Local
Culture Resources Technology
authorities
Labour Transportation
A risk matrix has been applied to each potential risk and the probability and impact of that potential risk
has been assessed. Those deemed to be a risk have been identified in a risk log where specific controls
have been identified to reduce the risk ( see figure 9and 10).
HIGH HIGH
LOW
LOW LOW
Impact
Risk Statement Impact Profability Risk Response
Organization
1 Capital Lack of required Overall 30% -Adequate Proposal deliveryand
capital Project follow up to different
stakeholders.
-Fund raisaing campaigns.
-Requesting financial support
from ministry
2 Culture Might have some Management 15% -Oraganize
difficulties while -Respect the culture and appricate
working of who they are.
differences in
culture
3 People Hard to work with Time 20% -Awareness Program at working
different people places
from different
places
4 Labour Labour strike Time 15% Pre-Planned
Propject Management
1 Planning
2 Resources Lack of viability of Overall 25% Reserve extra material to handle
resources Project the risk
3 Communication Communcation gap Overall 15% Develop a common action plan
between the project Project for all.
team treat every one equally
Ethical
1 Quality The required Cost, Quality 25% Ensure the quality before it gets
material doesn’t Schedule into hand.
meet the quality
needed.
2 Technology No electricity, Cost,Schedule 5% Back up machenary or regular
Machine faliure maintainance or hire generator
3 Inflation Material does’t Cost, 15% Pre-inform the suppliers.
arrive in required Time,
time HR.
4 Transportation Late Deleiver the Time,Cost 20% Find alternative route,
products due to Offroad transportation
offroads.
External
1 Suppliers Hard to find chep Cost 15% Market research.
product
2 Local Difficulties in Time 25% Meeting. Local awareness
authorities convincing Locals program
for the authority
3 Environment Earthquake, Cost, 10% Risky areas indentified and routes
Landslides Scope, checked checked every 2 weeks
Duration, by expert. Work with the GP
Work engineer
10.0 Monitoring and control systems
This project will employ an effective project monitoring and controlling system. This wiil minimize
deviation from the project plan by identifying and reporting the status of the project comparing with the
plan, analyzing the deviation and implementing the appropriate corrective actions.
Stakeholder Grid
Stakeholder 9 Stakeholder 10
Stakeholder 8
Recommendation
Ensure quality management planning by:
Conclusion
The appropriate design of this well-structured PMP will ensure that the project will be managed
efficiently so that vegetarian will open on time, within budget and be financially profitable within the first
year, with an estimated date for return on investment by the 2nd October 2017. This will be achieved
through performance management of the project by the PM and his team. This will ensure it is
strategically focused and all activities of the project are implemented with efficiency and precision. This
will be achieved by using project management tools and techniques so that activities can be evaluated and
measured throughout the project’s lifecycle.