Homework answers / question archive / This is a group project, I need a few pages of PowerPoint

This is a group project, I need a few pages of PowerPoint

Business

Share With

This is a group project, I need a few pages of PowerPoint. But there is no need to do all of it. There is a document that is a requirement. Three of them are my parts. I have marked them in red. I still need a speech manuscript, let me go and tell these parts, it doesn’t need to be too much, thank you very much.

Course title: Project Management Methods Our Topic: Ecommerce store (selling electronics) THE PROJECT Initiating Project: - Online shop to sell electronics like mobiles laptops audio….etc Objective: - Start our own business to sell electronics - Increase our income - Spread as big as possible online Overall Aim: To collaboratively work on a group project, share ideas, discuss strategy and make decisions to overcome a problem or take advantage of an opportunity. During the presentation the groups will need to clearly justify recommendations and show how they have evaluated and arrived at these. Tasks: In groups of about 4, students should create a project plan for project of their choice. It can be for example a new business opportunity (building a new hotel, opening a new restaurant, launching a new spa, implementing a new CRM system..), new product development, or an event to be organized. The students in their groups are expected to deliver a 20 minute presentation comprising of a project plan. This presentation should include: • A rationale for the project, Objectives and Strategy • Project charter • Stakeholder engagement and analysis • Risk analysis • A proposed work breakdown structure • Use a project management software to create a Gantt chart (dependencies, critical path, resources, milestones) • RACI • Communication plan • Detail and justification on human & financial resources. (my part) Project closing check list (my part) Critical success factors. (My part) • • There is an expectation for everyone within the group to contribute equally to the group work. Feel free to use speaker notes, images, charts, diagrams and tables if appropriate. The presentation should be practiced/rehearsed and professionally presented using Powerpoint or other similar tools. The examiner will time the presentations and stop you if you run over 20 minutes. Please include a bibliography slide at the end of the presentation If appropriate you may use links to external media such as Youtube however this should only comprise a short element of the presentation. Learning Outcomes and Transferable Skills • LO1 Evaluate various risk management strategies • LO2 Manage project management constraints, including scope, time, cost, and communication • LO3 Apply project management techniques to complex business-related assignments Transferable Skills The course will develop and assess the following transferable skills: TS1 Communication TS5 Using technology TS2 Working with others [Transferable skill 5] 1 PROJECT MANAGEMENT AGENDA Definitions – project, project management, project management process, project lifecycle Initiating a project Planning a project – objectives (scope, time, budget), project charter schedule, stakeholder , software, WBS, risk management plan, task dependencies Executing a project – resources, developing a team Monitoring and controlling a project - KPIs 2 Closing a project - evaluation 3. EXECUTION - Perform the work: budget and authorize the work, add staff resources, produce results - Communicate and coordinate the work: coordinate the work, Prepare progress reports, Hold project reviews 3 Doing the work to meet objectives WORK AND DURATION Elapsed time – when the work is going to be done Work 10h – duration 10h – duration 20h (work 50%) 4 – duration 5h (2 people work) HUMAN RESOURCES 1. Determine requirements and get them 5 2. Manage and lead the project team during the project - Members - Kick-off meeting to introduce team members, clarify the project mission, definition and deliverables, to answer questions, to clarify or start developing the project plan - Assign people, look at capabilities, availabilities 6 ASSEMBLING A TEAM - Introductions - Project background - Project scope - Project plan - Roles - Communication - Tools - Next steps - Q&A 7 KICK OFF MEETING BASICS RACI CHART 8 Responsibility assignment matrix 9 EXAMPLE OF RACI CHART 10 GROUP DYNAMICS Stages of team development Forming (information) Storming (adjustment) Norming (challenge them to think deeper) 11 Performing (support) 12 HIGHLY FUNCTIONING TEAM 13 COMMUNICATION COMMUNICATION https://www.youtube.com/watch?v=sShMA85pv8M If you had to “referee” this conversation, how would you steer it? What interventions could you do, as a third party, to put an end to the confusion? What could Abbott (the one in the baseball uniform) have done differently as soon as he realized Costello’s confusion? What could Costello have done differently to make Abbott realize he wasn’t making sense to him? 14 Think of a time when you had difficulty making yourself understood to someone. What did you do, or what could you have done, to improve the communication? - Why delegating might be difficult? - Why team members might not want delegation? 15 LEADING AND MANAGING A TEAM HOW TO PERSUADE PEOPLE 16 https://www.youtube.com/watch?v=cFdCzN7RYbw 17 PROJECT MANAGEMENT AGENDA Definitions – project, project management, project management process, project lifecycle Initiating a project Planning a project – objectives (scope, time, budget), project charter schedule, stakeholder , software, WBS, risk management plan, task dependencies Executing a project – resources, developing a team Monitoring and controlling a project - KPIs 18 Closing a project - evaluation 4. CONTROLLING Progress measurement and reporting—collecting and disseminating progress information • Scope change management—documenting and controlling changes to project scope • Quality control—measuring project deliverables and activities to assess whether quality objectives are being met • Quality improvement—evaluating project performance on a regular basis to determine how to improve project quality • Time/schedule control—controlling and responding to schedule changes • Cost control—controlling and responding to cost changes 19 • Risk control—responding to changes in risk over the course of the project MONITORING AND CONTROLLING - Monitor - Evaluate - Take controlling actions 20 Processes required to track, review and regulate the progress and performance of the project, identify and areas in which changes to the plan are required, and initiate the corresponding changes. TRACKING REQUIRES TWO TOOLS 1. A project schedule to tell you where you should be with the project 21 2. A communication plan to tell you where you actually are with the project 22 PROJECT SCHEDULE 23 24 25 COMMUNICATION PLAN 26 COMMUNICATION PLAN COMMUNICATION IS ESSENTIAL TO SUCCESS 27 1. Who needs to be in the communication loops 2. Why? 3. How to keep them informed EARNED VALUE MANAGEMENT A tool that shows both spending and progress on the same chart Planned value Earned value 28 Actual cost TRACKING THE PROJECT To track the project, compare where the project is at any given point with where it should be at that point. 1. How much work is scheduled to be completed at this point compared with how much has actually been completed (SV or SPI = schedule variance or schedule performance index) 29 2. How much money is budgeted to be spent at this point compeered with how much has actually been spent (CV or CPI = cost variance or cost performance index) USING EARNED VALUE MANAGEMENT To track the project you compare 1. How much work is scheduled to be completed at this point (PV) compared with how much has actually been completed (EV) 30 2. How much money is budgeted to be spent for this amount of completed work (EV) compared with how much has actually been spent (AC) 31 EARNED VALUE MANAGEMENT 32 EXERCISE You have a project to be completed in 12 months. The budget of the project is 100,000 USD. Six months have passed and 60,000 USD has been spent, but on closer review, you find that only 40% of the work has been completed so far. What is the project’s Actual Cost (AC)? 33 What is the project’s Earned Value (EV)? WHAT IF IT GOES OFF TRACK - Check targets (Scope, Quality, Cost, Time SQCT) - Strategy - Estimates - Reporting of schedule and spending - Human elements Your team The organisation The customer Other stakeholders 34 - DO SOMETHING TO FIX IT - Monitor the project - Evaluate what is happening and determine why - Take controlling actions so you can successfully deliver results - On the task and technical side On the human dynamics side 35 -> crash the project, fast track the project, reduce the scope, reduce quality… IT ALL GOES BACK TO THE S, Q, C, T 1. Lower the quality to reduce task durations or eliminate risks 2. Reduce the scope 3. Increase the budget 4. Develop a new strategy 5. Replace team members 36 6. Anything else you can imagine IF EXPECTATIONS CHANGE (AND THEY WILL) - Refocus the customer or stakeholder - Adjust the project (scope change) - Re-define the project S, Q, C, T targets and relationships Strategy 37 - - Tandem with execution - Manage resources - Monitor performance - Risk management - Perform status meetings and reports - Update project schedule - Modify project plans 38 SUMMARY: CONTROL AND MONITOR STAGE 39 PROJECT MANAGEMENT AGENDA Definitions – project, project management, project management process, project lifecycle Initiating a project Planning a project – objectives (scope, time, budget), project charter schedule, stakeholder , software, WBS, risk management plan, task dependencies Executing a project – resources, developing a team Monitoring and controlling a project - KPIs 40 Closing a project - evaluation 5. CLOSING A PROJECT Scope verification-ensuring that the project deliverables have been completed satisfactorily • Contract close-out—resolution of any outstanding administrative matters and archiving of contract documentation 41 • Project closure—gathering and disseminating information to formalize project completion BENEFITS OF POST-MORTEM MEETING Gain efficiency: uncover better ways to approach tasks and projects. Learn from mistakes: It’s a time to inspect what went wrong and find better ways to approach projects moving forward. Share information internally: share the meeting outcomes with the rest of the organization Work better together: By listening to many perspectives, team will become more empathetic to the way they all work. Celebrate the successes: It’s not just a meeting set up to talk about the negative things. Increase morale: Talking out problems and celebrating wins will bring team closer together and get them excited about their next project. 42 Provide closure: This meeting can be a single step in officially closing the books on projects. MEASURING SUCCESS Deliver initial set of deliverables? Does the outcome, at completion, satisfy the customer? On time? 43 Over or under budget? By how much? PROJECT CLOSE OUT CHECKLIST (1 OF 2) Compile the project - Check that all exit criteria for the project have been met Confirm that all deliverables have been given to the customer Confirm customer satisfaction Close out all the details - - Schedule a close out meeting with the team Close out the financials, subcontracts, and other financial details, the support and administration Inform all support functions that the project is completed Discontinue all remaining project charge numbers Vacate any space assigned to the project 44 - PROJECT CLOSE OUT CHECKLIST (2 OF 2) - Close out the project team - Review the project success - - Recognise everyone on the project Reward people as appropriate 45 - Review project documents Review and document the financial performance of the project - Review all that went well and was done well - Review what did not go well and what could have been done better Recognise, reward, celebrate 46 FLAP-MATRIX 47 48 CHEERS! 49 H OT E L D E V E LO P M E N T PROJECT Project Management Methods PRESENTED BY: C H O S E N C O M PA N Y Thailand’s Leading Hotel Investment Company EST.1982 BACKGROUND I N F O R M AT I O N BANGKOK , THAIL AND BUSINESS PRESENTATION SLIDE 2 PROJECT CHARTER / OVERVIE W PURPOSE OF PROJECT To build a Luxury Hotel in the middle of Bangkok‘s CBD area, in order to exploit the source of high touristic demand which generates a significant amount of revenue within the capital and to remain competitive in the hotel development industry in Asia Pacific. Deliverable Location Scope Time Budget • Luxury Hotel PROJECT BENEFITS & CUSTOMERS • Bangkok, Thailand • : Project planning, project execution-hotel construction, project assessment-fast tracking process • 44 Months • $316,483,000 BUSINESS PRESENTATION Process Owner The Erawan Group PLC. Key Stakeholders Board of Directors, President, Project Manager Final Customers Public Locals, Tourists - Corporates, Leisure Expected Benefits Expected Return within 15-20 years post opening SLIDE 3 PROJECT LIFE CYCLE - 5 Phases - General Timeline Conceptual Phase (7 Months) Design Phase (13 Months) Construction Phase (20 Months) Markup Period & Handover (4 Months) Total Timespan: 3.6 years BUSINESS PRESENTATION SLIDE 4 Conceptual Phase Feasibility Study Land Acquisition Market Study Site Study Research and analyze market for hotel development in Thailand, stand on geographical, demographics, and sociographic, including STR report • Physical object: Refurbishment of existing building or construction of new building • Regulation Hotel Act and Building control Regulation Negotiation With Landlord Personal In-Charge • Consultant • Landlord • Government representative • Freehold Valuation and compensation • Leasehold 30 years of lease term + 30 years of renewal Land Handover Legal due diligence and settlement of payment. Design and Construction Phase Master planning Setup • Determine market segment: upscale or luxury chains (including sign off contracts) • Design Team project • construction consultants assignment (architect, landscape, electrical plumbing, and EIA) • Contractors assignment Design • Feasibility: predesign and development planning • Conceptual design and standardization quality of building (architect’s drawing) Construction Legal Rights • EIA (Energy International Administration) preparation and submission • Prototype construction approval as construction requirements Construction Administration • Finalize construction drawing • Bidding process: to get Bidders for planning, designing, financing, construction, marketing, operation, and maintenance. Construction Period Text Here • Construction Period: contractors take control of site to carry out the project. • Regular site meetings with project leader. • Defect Observation: Inspection and latent defects PRIORITIES Scope Time Budget Constraint Optimize Compromise BUSINESS PRESENTATION SLIDE 7 S TA K E H O L D E RS Mission of Stakeholder Strength Weakness Behavior Stakeholder Management Strategy Power Interest Grid (Freeman,1983) BUSINESS PRESENTATION SLIDE 8 I N T E R N A L S TA K E H O L D E R S PROJECT DEVELOPMENT TEAM BOARD OF DIRECTORS FEASIBILITY STUDY TEAM 1 Project Manager (Vice President of PD) 1 Vice President of FS 1 Assistant Vice President 3 Team Members 1 Law Consultant 3 -5 Engineer Executive BUSINESS PRESENTATION SLIDE 9 E X T E R N A L S TA K E H O L D E R S CONSTRUCTION & ARCHITECTURE C O N S U LT I N G C O M PA N Y G O V E R N M E N TA L 3 -5 Contractors Market Study Consultant ( STR) Environmental Impact Assessment Conceptual Architect Pipeline Consultant Governmental Representatives Schematic Architect Electricity Consultant LANDLORD BUSINESS PRESENTATION SLIDE 10 O V E R V I E W O F S TA K E H O L D E R D E L E G AT I O N Board of Directors President Project Manager Assistant Project Manager Feasibility Study Team Vice President of FS Development Team FS Team Law Dep Engineering Dep Construction Team Finance Dep Architects Conceptual Consultant Team Contractors Schematic Assistant Workforce / Construction Workers Electricity Plumbing Infrastructure Environmental Impact Assessment S TA K E H O L D E R S R O L E S Stakeholder Type Stakeholder/Individual and Groups Roles I Board of Directors Approval of Project Proposal, and Essential Documents and Milestone Review I President / CEO Approval of Project, Communicate Project Progress to other BOD Feasibility Team Feasibility Studies on chosen area for hotel development, and Land negotiation with Landlord and Government (conceptual phase) Project Development Team Consists of Project Manager and Team: Mediator and Management of all processes postconceptual phase E Management Company Provider of Documents and approval of management contract between the Chain and the company E Market Consultant Research on Market demand, STR data for selected location E Architects Design Schematics of Hotel including, Pipeline, Mechanical Installment. Design Concept of hotel E Government Approval of Land Transference of Ownership, Approval of Hotel and Land use. E EIA Consultant Preparation of Environmental Impact Assessment documents, and get project approved by Legal Government E Contractors In charge of Construction and Manpower allocation for construction work I I BUSINESS PRESENTATION SLIDE 12 K E Y S TA K E H O L D E R STRENGTH. WEAKNESS. 01 BOD 02 ARCHITECTS Strengths: Top of hierarchy & Years of experience Strengths: Knowledge in field Weaknesses: Lack of control & Distant from operations & Weaknesses: Multi-level decision making process Limited scope of actual project progress 03 PROJECT MANAGER 04 CONTRACTORS Strengths: Communication, Delegation, Keeping track of progress Strengths: Knowledge in field & Man power delegation Weaknesses: Multi-level management of communication and processes Weaknesses: Difficulties to deliver their objective [overwhelmed] 05 C O N S U LTA N T S 06 G O V E R N M E N T R E P R E S E N TAT I V E S Strengths: External and professional point of view Strengths: Prevision of legal rights Weaknesses: Lack of the project cycle understanding Weaknesses: Bureaucracy process & Time consuming BUSINESS PRESENTATION SLIDE 13 POWER INTEREST GRID Keep Satisfied Manage Closely • Government • Shareholders • Board of Directors • Project Management team (+ Project Manager) • President Keep Informed Monitor • Contractor • Architect • Coordinators POWER BUSINESS PRESENTATION INTEREST SLIDE 14 BUDGET A L L O C AT I O N Construction Budget Non-Construction Budget BUSINESS PRESENTATION SLIDE 15 THE ERAWAN GROUP Hotel Development Cost Estimating Project Name: Date: Hotel Construction Task Category No 1 1.2 1.3 1.4 1.5 1.6 2 2.1 2.2 2.3 2.4 2.5 2.6 3 3.1 3.2 3.4 3.5 3.6 3.7 4 4.1 4.2 4.3 4.4 4.5 4.6 5 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 THE ERAWAN GROUP Hotel Development Cost Estimating Guest Room Furnitures Window Doors Lighting Installation Flooring Guest Bathroom Artwork Electrical Upgrades Paint Ceilling Lavatory Toilet and Seat Shower Valve Corridors Artwork Elevator Signage Package Window Treatments Paint Ceilling Carpet and Pad Lobby Decorative Ligthing Eletrical Life safety Furnitures Sound System Business Centre Restaurant Artwork Flooring and Carpet Carpet and Pad Buffet, Hot Station Painting Dining furniture Life safety Lighting Installation Banquette TOTAL Labour Time Estimated 90 50 10 5 5 20 34 10 10 5 5 2 2 60 10 10 5 5 10 20 159 40 10 100 5 2 2 225 10 5 20 10 10 40 100 20 10 668 Materials Units Estimated Cost per unit Estimated 150 500 Project Name: Hotel Construction (in hundred, USD) Date: Overall No. Expenses Total Material Cost Total Cost 1 Land and Building Estimated Estimated 1.1 Land Acquired 1.2 Construction Cost 75,000 75,090 1.3 Government Legal Rights 1.4 Energy 2 150 200 30,000 2.1 2.2 2.3 2.5 2.6 2.8 30,034 3 15 1 300 2,500 4,500 2,500 4,560 3.1 3.2 3.3 3.4 3.5 Budget 200,000 115,568 100 50 Service Fees Architectures Lawyer Contractors Notary Auditor Chartered Quantity Surveyor 30 20 100 5 20 20 Other Expenses Insurances other taxes Vehicles Bidding process Other Expenses TOTAL 70 150 50 100 200 316,483 3,000 3,000 Actual EMIA permit Electricity and water 5 contractors Land and Building Insurance Fast-tracking process 2,659 Total Budget 1 (in hundred, USD) Remarks 3,225 $ 432,051,000 Non-Construction $ 316,483,000 Cost Estimate Construction Cost $ 115,568,000 Estimate 6,500 115,000 115,568 PROJECT SCHEDULE Milestones Gantt Chart Priorities Critical Path Analysis Phase-breakdowns BUSINESS PRESENTATION SLIDE 17 M I L E S TO N E S Milestone 1 Milestone 2 DEMAND FROM OWNER/BOD FEASIBILITY PROPOSAL APPROVED (CE O & BOD) Milestone 4 EIA DOCUMENT APPROVED BUSINESS PRESENTATION Milestone 5 PRECONSTRUCTION P R E P A R AT I O N S COMPLETED & APPROVED Milestone 3 DESIGN COMPLETED & APPROVED WITH BOD Milestone 6 CONSTRUCTIO N COMPLETED SLIDE 18 GANTT CHART BUSINESS PRESENTATION SLIDE 19 Hotel Development / Buidling Gantt Chart Order Type of Task Conceptual Phase Description 2 4.62% 4.62% 95.38% Site Study (Physical and Regulations) 2 3.08% 7.69% 92.31% 7.69% 12.31 4.62% % 15.38 3.08% % 15.38 % 18.46 3.08% % 23.08 4.62% % 24.62 1.54% % 26.15 1.54% % 26.15 % 30.77 4.62% % 35.38 4.62% % 35.38 % 38.46 3.08% % 44.62 6.15% % 46.15 1.54% % 47.69 1.54% % 47.69 % 53.85 6.15% % 60.00 6.15% % 33.85 93.85 % % 98.46 4.62% % 100.0 1.54% 0% 92.31% Land Acquirement 3 2 Selection Hotel Chain/Management Company 2 Hotel Chain MOU Review & Agreement Management Company Select Architect, Landscape Consultant & Mechanical Electical Plumbing Consultant, EIA Consultant Consultants 3 Kickoff Meeting - Design Team and Operations, Contractor 1 Consultants & Management 1 Design Architects, Consultant, Management Architects, Consultant, Management 3 3 Governmental Legal Rights EIA documentation Preparation EIA Consultant 2 EIA Documentation Approval EIA Consultant, Government 4 Mock up Construction Architects, Consultant 1 Mock up Approval Architects, Consultant 1 Construction Construction Drawing Tender Process Construction Period Defect Observation 7 Landlord, Consultant, Government Representative Landlord, Consultant, Government Representative The Project - Masterplan & Master Schedule (Design & Construction) Schematic Design 6 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 3 Concepture Design 5 7 Market Study (Geographical, Demographics, Sociographics) + STR Consultant Company Land Handover Documentation (Legal) 4 1 2 3 4 5 6 Sum Plan To be Complete PV d Feasibility Study Land Negotiation with Landlord (Freehold/Leasehold) 3 Construction Phase Duration (Months) Duration Persons In Charge 1 Design Phase Markup Period Completion Handover Architects, Consultant, Management, Contractors Architects, Consultant, Management Architects, Consultant, Management, Contractors Architects, Consultant, Management, Contractors Architects, Consultant, Management, Contractors 4 4 22 3 1 87.69% 84.62% 84.62% 81.54% 76.92% 75.38% 73.85% 73.85% 69.23% 64.62% 64.62% 61.54% 55.38% 53.85% 52.31% 52.31% 46.15% 40.00% 6.15% 1.54% 0.00% C R I T I C A L PAT H Description Duration Dependency / Predecessor Activity Milestone 1 (A) Market Study (Geographical, Demographics, Sociographics) + STR (B) Site Study (Physical and Regulations) ( C ) 0 3 2 -A B Milestone 2 (D) 0 C Land Negotiation with Landlord (Freehold/Leasehold) ( E ) Land Handover Documentation (Legal) (F) Selection Hotel Chain/Management Company (G) Hotel Chain MOU Review & Agreement (I) 3 2 2 3 D E F G 1 G 1 3 3 0 2 4 1 0 1 0 4 4 22 3 0 1 0 I,H F K L M N S,T O Q R P P U V W X Y Select Architect, Landscape Consultant & Mechanical Electical Plumbing Consultant, EIA Consultant (H) Kickoff Meeting - Design Team and Operations, Contractor (J) Concepture Design (K) Schematic Design (L) Milestone 3 (M) EIA documentation Preperation (N) EIA Documentation Approval (O) Mock up Construction (Q) Milestone 4 (P) Mock up Approval ( R ) Milestone 5 (U) Construction Drawing (T) Tender Process (S) Construction Period ( V ) Defect Observation (W) Milestone 6 (X) Handover (Y) Finish BUSINESS PRESENTATION SLIDE 21 C R I T I C A L PAT H I 10 27 G 2 12 29 Hotel Chain MOU Review & Agreement 12 29 I 3 15 32 G Kickoff Meeting Design Team and Operations, Contractor Selection Hotel Chain/Management Company 3 3 A B 0 0 A 0 C Market Study (Geographical, Demographics, Sociographics) + STR Milestone 1 (Demand of the owner) C 2 8 8 5 5 D Site Study E Land Negotiation with Landlord (Freehold/Le asehold) Milestone 2 0 0 0 0 B 3 3 3 5 5 D 0 F 2 10 10 F H Land Handover Documentation (Legal) Select Architect, Landscape Consultant & Mechanical Electical Plumbing Consultant, EIA Consultant 5 5 12 31 15 32 J 1 J H 1 13 32 N 16 16 5 5 E 3 8 8 10 10 M 0 16 16 N 2 18 18 EIA documentation Preperation M 16 16 16 33 22 22 Milestone 3 26 26 K L S Concepture Design Schematic Design Tender process K 3 13 13 13 13 L 3 16 16 18 18 27 27 O P Q EIA Documentation Approval Milestone 4 Mock up Construction O 4 22 22 22 22 26 26 Constructio n Drawing P 0 22 22 Earlier Start Activity Early Finish Late Start Duration Late Finish Q 1 R 1 28 28 28 28 V 1 32 32 29 29 T 4 X 0 32 32 R U V W X Y Mock up Approval Milestone 5 Constructi on Period Defect Observation Milestone 6 Handover 28 28 U 0 28 28 29 29 W 3 27 27 T 22 22 BUSINESS PRESENTATION S 4 26 26 SLIDE 22 32 32 32 32 Y 1 FINISH 33 33 FAST TRACKING PROCESS Normal Design-Bid-Build Construction Process Masterplan Design Construction Bidding Process Cost Established Construction Design-Bid-(Fast-Track) Build Construction Process Masterplan Cost Established Design Construction Bidding Process Construction Time Saved PROJECT C O M M U N I C AT I O N Communication Tools Tracking Tools Delegation C O M M U N I C AT I O N T O O L S CONCEPTUAL PHASE DESIGN PHASE Meetings, Board Meeting, Emailing, Presentations, Meeting, Board Meeting, Presentations, Report Report CONSTRUCTION PHASE Meetings, Site Inspection HAND OVER/ CLOSING PHASE Meeting, Board Meeting, Site Inspection BUSINESS PRESENTATION SLIDE 25 C O M M U N I C AT I O N P L A N PHASE 1: CONCEPTUAL Recipients Delivery Method PHASE 2: DESIGN Stakeholder Role Project Manager Deliver BOD information to board of directors Run feasibility PM studies Board Meeting Internal Team Meeting Every 2-3 days Propose piece BOD, PM of land/project Meeting with President and BOD Weekly Touch Base with Landlord Landlord Proposal Weekly / SemiMonthly EIA Consultant Prepare Document Market research PM, Feas. team Report, Presentation As needed Architect Feasibility Team Market Study Consultant Frequency Monthly Stakeholder (Parties Involved) Project Manager Role Management Company Delivery Method Frequency Deliver BOD information to board of directors Meeting Monthly Meet with PM PM, BOD to discuss and sign MOU to legalize management contract Board Meeting Monthly (depending on progress & Negotiation) Conceptual Design Schematic Design BUSINESS PRESENTATION Recipients PM, Feas. Team PM, Consultants, Contractors Meeting & Report Semi-Monthly Meeting & Report Semi-Monthly Monthly Meeting & Report SLIDE 26 C O M M U N I C AT I O N P L A N Stakeholder (Parties Involved) Project Manager Role PHASE 3: CONSTRUCTION Recipients Type of Frequency Communication Deliver BOD information to board of directors Board Meeting Monthly PHASE 4: HANDOVER Stakeholder (Parties Involved) Project Manager Role Recipients Deliver BOD information to board of directors Type of Frequency Communicatio n Board Meeting As needed Meeting, Report Weekly Keep track of all stakeholders and all processes Architect Team Site inspection of contractors / construction work Contractors Architects, Contractors, Consultants PM, Contractors, Consultants Last meeting with full team Meeting & Site inspection Construction, PM, Architects, Meeting & Manpower Consultants Report allocation, Progress update to Project BUSINESS PRESENTATION Manager Multiple times weekly Board of Directors Handover meeting Full team Handover Architects, Contractors, Consultants, BOD PM, Full team Site Inspection As needed PM, BOD Site inspection As needed Site Inspection 1 Time Weekly SLIDE 27 D E L E G AT I O N TO O L S RACI CHART Description ROLES AND RESPONSIBILTY Marketing Consultant Company Architect Contractors Project Consultants R R R R Concepture Design I R I I Schematic Design I R I I EIA documentation Preparation R BOD PM Market Study (Geographical, Demographics, Sociographic) + STR I I Site Study (Physical and Regulations) I C R I R R Land Negotiation with Landlord (Freehold/Leasehold) RACI Chart Feasibility Team Land Handover Documentation (Legal) I C Selection Hotel Chain/Management Company C A Hotel Chain MOU Review & Agreement R A Select Architect, Landscape Consultant & Mechanical Electrical Plumbing Consultant, EIA Consultant Kickoff Meeting - Design Team and Operations, Contractor Government Representative EIA Consultant R R R I R EIA Documentation Approval Mock up Construction A R I I Mock up Approval A R I I Construction Drawing Tender Process R I R R Defect Observation I A I A A Handover R R R R R Construction Period RISK MANAGEMENT Quantitative & Qualitative Q U A L I TAT I V E Unrealistic Expectations - Errors in Estimation - Invalid Assumptions - Lack of Standard - Lack of Leadership Risk Item Effect Cause Action to Minimize Risk Owner Deal with Landlord Delay of Project Schedule Contractual Changes, Issues with negotiation 5 4 20 Compromise, Persuasion BOD, Feasibility Team Dealing with Government (EIA) Delay of Project Schedule EIA permitance may take a long time to obtain, Depending on political situation 3 5 15 Incentive strategies Project Manager, Law Consultant, EIA Consultant Delay of Project Schedule Key players are absence due to personal reason , or inability to show up on expected dates 2 4 8 Presence of Assistant, and following up Project Manager, Assistant for respective departments Delay of Project Schedule Unexpected expenses, extended construction process, unexpected event (Politics, Economy, etc) Overuse of Budget 2 5 10 Allocate a contingency fund, Reduction of manpower Project Manager, PD, Contractor Complain from Local People Delay of Project Schedule, Govermental interfence Construction disburance and accidents 3 4 12 Communication with Locals prior to project Project Manager, Contractor Stealing of Construction Materials Construction Quality Construction labor force stealing 2 1 2 Tracking of material usage Contractor Weather-Related issue Delay of Project Schedule Weather unpredictability 4 2 8 Forecast weather, and proper job selection for time frame Contractor Absence of Construction Manpower Construction Quality 3 4 12 Increase budget for manpower Contractor, Project Manager Unexpect absense of key players BUSINESS PRESENTATION Likelihood Severity Importance SLIDE 30 THANK YOU ! Content I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. Rationale for the project Project Charter Objectives Human and Financial resources Stakeholder engagement and analysis Communication plan Risk analysis Gantt Chart & Critical path Project life cycle Critical success factors Closing the project References I. Rationale for the project I. Rationale for the project Concept : Tea salon Location : Dubai – Jumeirah Emirates Tower I. Rationale for the project Mission : To serve top quality tea and healthy products with an exceptional service to tea drinkers in a comfortable socializing environment, and inspire customers to make repeat visits. Vision : To be a leader in the tea industry, through product customization and great people serving top quality signature tea. I. Rationale for the project 1. 2. 3. 4. 5. 6. Be Passionate Be Exceptional Be Respectful Be Successful Be Customer Oriented Be Brand Focused I. Rationale for the project The Team : Finance Manager Communication Manager F&B Manager Project Manager II. Project Charter II. Project charter Project Name Project Sponsor CHAI SALON Hotel owner Project manager Lea Yammine Date of Project approval 20/02/2019 Project Description Build a tea salon in Jumeirah Emirates tower hotel in Dubai to provide an additional service of top quality tea and healthy product to the client of the hotel and walk-in. Scope To serve top quality tea and healthy products with an exceptional service to tea drinkers in a comfortable socializing environment, and inspire customers to make repeat visits. Business case Open the salon before that date before Middle East Banking Innovation Summit (MEBIS) To increase the satisfaction of hotel clients, through product customization and great people serving top quality signature tea, to get a competitive advantage in the market. Constraints (in priority order) Project Deliverables Time 29/08/2019 Scope Opening of the salon Budjet 275.000$ Open the salon the , with a sociable area with high quality and healthy products. KPI performance indicator Monitor costs Track progress Benefits (measurable results) Assess client satisfaction Identify strengths and weaknesses Compare performance across and between projects Assess specific areas of a project such as sustainability, safety, waste management Key milestones key stateholders Risks Brand creation 12/03/2019 Signing location contract 16/04/2019 Construction and Design 02/07/2019 Ensure Equipment and Inventory 06/07/2019 Ensure menu 13/07/2019 Advertising Opening and sending invitations 25/07/2019 Hiring and Training completed 24/08/2019 Launching 29/08/2019 Project Closing 01/09/2019 Internal External General manager Suppliers Team members Customers Originator Community Specialists (F&B, HR, FINANCE) Government Delays, injuries , law and regulational problem, negotiation, financials III. Objectives III. Objectives Three objectives Time Constrained Optimize Compromise Scope Budget X X X III. Objectives Strategy Critical path : • The goal • The sequential method IV. Human & Financial Resources IV. Human & Financial Resources Financial resources: EQUIPEMNT & DECORATION 30 Number of seats Furniture Equipment Glassware Miscellaneous Kitchen Bar Decoration $ $ $ $ $ $ $ Seat average 300 83 200 33 67 67 1 667 Eqipment & decoration $ 2 417 Total $ $ $ $ $ $ $ 9 000 2 500 6 000 1 000 2 000 2 000 50 000 $ 72 500 EMPLOYEES 15 Number of employees Person average Hiring $ Total $ 3 500 52 500 RENT 6 Number of months Monthly average Rent $ Total budget $ 25 000 Total $ 150 000 275 000 IV. Human & Financial Resources Project Manager Human resources: F&B Manager Finance Manager Housekeeping Receptionist Communication Manager HR dept Bartender Maître d'hôtel Waiters V. Stakeholders engagement and analysis KEEP SATISFIED MANAGE CLOSELY Finance Department HOTEL GM Sponsors Project team Owner F&B Department Power Community Other Departments Suppliers Media Construction company Customers KEEP INFORMED Government Interest MONITOR INTERNAL GENERAL MANAGER SUPPLIERS TEAM MEMBERS CUSTOMERS ORIGINATOR/OWNER COMMUNITY SPECIALISTS GOVERNMENT (F&B, HR, FINANCE DEPARTMENT) EXTERNAL Role Impact Influence Goal Contribution Finance Department Approver High High Best effort not to increase the budget Provide assistance and check the progress Hotel GM Veto power Approver High High Approve the plan and the project Give reccomendation and approval Project Team Decision maker High High Respect time, budget, scope Responsibility for each task F&B Department Affected Medium Medium Provide staff and assistance Coordination with the salon for the delivery of beverage Other Department Affected Approver Medium Medium Provide consultancy Providing consultancy Owner Approver High High Provide the idea and the concept check the process Control the steps, give approval Suppliers Decision maker High High Provide best row materials Best prices, delivery on time Construction company Decision maker High High Have the location ready to open Costs and time respect Government Approver Medium Medium Provide food regulation Give the licenses Media Interest Medium Medium Advertise the new salon Make the salon reknown Choose the new salon Participate to the opening and choose the salon for their breaks Customers Interest Medium Medium RACI CHART Responsible – Accountable – Consulted – Informed Project Manager Finance Manager Communication Manager F&B Manager Design company Hotel GM Concept creation A R R R - - Market Analysis A R R R - - Build Menu I - - RA - - Location R A - - C C Financial plan C AR - - C I Signing contract AR R - - C I Design A I I C R I HR Management R I C C - A Promotion C C AR - - I Launching A I R R - C Closing AR R R R - I VI. Communication plan PROJECT TITLE PROJECT MANAGER CHAI SALON LEA YAMMINE GM, TEAM MEMBERS, ORIGINATOR, PRINCIPAL STAKEHOLDERS SPECIALISTS DELIVERABLE INFO PURPOSE MEDIUM FREQUENCY AUDIENCE RESPONSIBLE INTERNAL/ EXTERNAL KICKOFF MEETING Introduce the project, set objective, goals and deliverables needed, and task team assignment In-person meeting Once at the beginning of the project GM,Team members, Originator, Specialists, Executive sponsor Project Manager, Executive Sponsor Internal DESIGNER MEETING Discussions regarding location and layout In-person meeting As needed General manager, Project Manager, Executive manager, Designer, Originator Project Manager Internal INVESTORS STATUS Discuss budget and loans needed In-person meeting 15 days after the start of the project General manager, investors, Project Manager, Project Manager, Finance Finance Manager Manager External DEPARTMENT OF TOURISM MEETING Discuss concept and receive licenses and permits In-person meeting After location is chosen General manager, project manager, Department of tourism representative Project Manager External SUPPLIERS MEETING Discuss equipment and material needed with specifications and budget In-person meeting As needed Project manager, F&B manager, Suppliers, Finance manager F&B Manager, Finance Manager External HR DEPARTMENT MEETING Discuss selection process and candidate requirements In-person meeting Through construction period and after listing number and positions needed HR department representative, Executive managers Project Manager, F&B Manager Internal MEETING RECAP Update interested parties on project status, based on notes collected by team members Update leaders on project PROJECT STATUS MEETING status and give the opportunity to ask questions E-mail Weekly monday 9 a.m. Conference call Every two weeks Stakeholders, Originator Project Manager Internal Project manager, Project Project Manager sponsor, Executive managers Internal BUDGET RECAP Update team about budget status (How much has been spent and how much is left) Email Every two weeks Project manager, F&B manager, communication manager, sponsor Finance Manager Internal TIMELINE UPDATE Update team about time schedule (whether ahead or late) E-mail Every two weeks Project manager, team members Project Manager Internal SELECTION AND TRAINING STATUS Dicsuss selected candidates, work procedure and training processes In-person meeting After completing the selection process Project manager and HR department Project Manager, F&B Manager Internal MARKETING CAMPAIGN Discuss advertisement and promotion strategies (social media &leaflets), and invitees cards In-person meeting Once after the layout is done, and once 2 weeks before the opening day Project manager, General manager, Advertising company representative, Originator Project Manager, Communication Manager External CLOSING FEEDBACK Feedback discussion session regarding project outcomes In-person meeting After launching the project General manager, Team members, Employees, Specialists, Originaotr Project manager Internal VII. Risks analysis Severity Importance Owner 3 9 Sign a fix priced contract with suppliers Contractor 5 10 Safety training, security equipment, signalisation Chai Salon owner Project management team 2 5 10 Plan ahead, verify eligibility with experts Chai Salon owner 3 4 12 Cash-crunch contingency plan Accounting records Financial team 12 Planning extra time for the task Allocate more financial resources Contractor,Project management team Communication team 16 Provide strong business plan, various options, positive projected sales Hotel GM, Chai Salon owner Effect Cause Likelihood Action Risk Item Suppliers Suppliers’ prices Unexpected budgeting increase Unforeseen events, natural hazard 3 People Injuries and accidents Delay of project schedule Extra expenses Lack of equipment or training Hazard 2 Government Laws and regulations Delay of project schedule Term of proceedings, uncomplete file Finance Cancellation of approval Delay of project schedule, default of quality Mind change, political change , new competitors. Construction company Delay Communication problems Delay and higher investment required Mistakes on the design, facilities Default of quality Unforeseen events, unexpected expenses, change in construction process 4 3 Hotel Problem in negotiation Delay of project schedule Contractual Changes, Issues with negotiation 4 4 VIII. Gantt chart & Critical path 1. 2. 3. 4. 5. 6. 7. Brand Creation Signing Location Contract Construction and Design Ensure Equipment and Inventory Ensure Menu Hiring and Training completed Advertising Opening and Sending Invitations 8. Launching 9. Project Closing TASKS 1.1. C oncept 1.2. Team task assignment 1.3. Target Audience / Market Analysis 1.4. Location of Targeted Audience 1.5. Purpose 1.6. Name of company + Logo 1.7. Mission, Vision, and Values 1.8. Build Menu Milestone 1: Brand Creation 2.1. C heck locations and Offers 2.2. C heck Competitors 2.3. C ompare budget and offers 2.4. C hoose location 2.5. Potential investors funds 2.6. Loans Milestone 2: Signing Location Contract 3.1. Observe location and area 3.2. Design layout 3.3. Obtain Federal, state, and local licenses and permits 3.4. Agree on layout 3.5. C onduct construction and design process Milestone 3: Tea salon construction and design 4.1. List equipment and furniture needed with specifications 4.2. Observe vendors prices and quotations 4.3. Purchase equipment and material 4.4. Add to tea salon and test Milestone 4: Ensure equipment and inventory 5.1. Prepare bites for tasting 5.2. C onduct tasting session 5.3. Do menu amendments 5.4. Print menu Milestone 5: Ensure menu 6.1. List employees needed for positions 6.2. Promote vacancy and Job offers 6.3. C ollect and Revise Résumes 6.4. Interviews and selection process 6.5. Hire and train employees Milestone 6 : Hiring and Training completed 7.1. C onfirm final opening date 7.2. Select list of invitees 7.3. Prepare Invitees invitation cards 7.4. Activate social media and advertisements, send email to hotel guests 7.5. Send invitation cards Milestone 7: Advertising Opening and Sending Invitations 8.1. Prepare salon set up and food 8.2. Prepare employees 8.3. Prepare Hotel Employees (Parking, reception, housekeeping) 8.4. Distribute promotion signs in the common areas of the Hotel Milestone 8: Launching 9.1. Set meeting date with team 9.2. Discussion and Feedback 9.3. Tea offering and rewarding speech Milestone 9: Project Closing Duration 1 1 4 2 2 5 2 3 Dependencies 10 5 7 1 10 15 Milestone 1 Milestone 1 2.1,2.2 2,3 2,4 2,4 1 7 7 1 60 Milestone 2 3,1 3,2 3,3 3,4 2 4 8 3 3,4 4,1 4,2 Milestone 3,4.3 1 1 1 4 Milestone 4 Milestone 4 5.1,5.2 5,3 2 7 7 15 10 Milestone 5 6,1 6,2 6,3 6,4 1 2 7 3 2 Milestone 5 Milestone 5 7.1,7.2 7,1 7,3 2 2 1 1 Milestones 6,7 1 1 1 Milestone 8 9,1 9,1 1,1 1,2 1,3 1,2 1,5 1,5 1.4,1.6,1.7 8,1 8,1 8,3 IX. Project life-cycle IX. Project-life cycle INITIATING PROCESS PLANNING PROCESS EXECUTING PROCESS MONITORING & CONTROLLING PROCESS CLOSING PROCESS X. Critical success factor X. Critical success factor 1. Bonding between concept, location, and target audience 2. Strategic task allocation 3. Proper studied opening date 4. Suitable time management schedule 5. Clear and effective communication 6. Top quality and unique menu composition 7. Proper risk management policies established from the onset 8. Submission of employee’s feedback and ideas XI. Closing the project XI. Closing the project 1. Set meeting date 2. Conducting a feedback and discussion session with employees 3. Offer tea 4. Give rewarding speech XI. Closing the project PROJECT TITLE Chai Salon DATE PREPARED 01/09/2019 PROJECT MANAGER Lea Yammine PROJECT DESCRIPTION The purpose of this project is to open a tea salon, to meet the expectation of an elite market, who is looking for a reserved and fancy ambience where to relax and where to experience one of the most consumed product in Arab countries: tea. The team focused on customized blends of tea to offer a tailor made experience to the guests. Morover, after a deep analysis of the market the team decided to open the salon in Jumeirah Emirates Tower. The date of opening was chosen based on the Middle East Banking Innovation Summit which is going to happen the 4th of September PROJECT OBJECTIVES Time Scope Budget SUCCESS CRITERIA Task allocation; Coherence; Opening date; Time management; Communication; Menu; Quality; Risk management; Feedbacks SCOPE To serve top quality tea and healthy products with an exceptional service to tea drinkers in a comfortable socializing environment, and inspire customers to make repeat visits. HOW MET Monitor costs, Track progress Assess client satisfaction Assess specific areas of a project VARIANCE EXPECTATION Time Respected Scope Optimized Budget Compromised XII. References Alias, Z., Zawawi, E.M.A., Yusof, K., Aris, & NM (2014). Determining critical success factors of project management practice: A conceptual framework. Social and Behavioral Sciences 153, 61-69. Graham, N. (2015). Project Management for Dummies-UK. John Wiley & Sons. Lauder, J (2019) Reduce the Risk of Opening a New Restaurant. Restaurant resource group. Retrieved from: https://www.rrgconsulting.com/reduce-the-risk-ofopening-a-new-restaurant.html McClanahan, A (2019) What’s the Risk of Opening a Restaurant? Restaurateurs Weigh In. Fundera. Retrieved from: https://www.fundera.com/blog/risk-of-openinga-restaurant Mueller, A (2019) The Cost Of Hiring A New Employee. Insvestopia. Retrieved from: https://www.investopedia.com/financial-edge/0711/the-cost-of-hiring-a-newemployee.aspx O'Connell, F. (2012). What you need to know about project management. John Wiley & Sons Property finder (2019) Property finder. Retrieved from: https://www.propertyfinder.ae/en/commercial-rent/dubai/shops-for-rent.html Restaurant engine (2019) 5 Things Startup Restaurants Typically Overspend On. Restaurant engine. Retrieved from: https://restaurantengine.com/startuprestaurants-typically-overspend/ Selma (2017) What is the cost of opening a cafe in Dubai? Quora. Retrieved from: https://www.quora.com/What-is-the-cost-of-opening-a-cafe-in-Dubai Taylor, M.D. (2009). How to develop work breakdown structures. Systems management services. Young, T. L. (2016). Successful project management. Kogan Page Publishers.