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UNIVERSITY OF SUNDERLAND

ASSESSMENT COVER SHEET / FEEDBACK FORM


BA (HONS) BUSINESS MANAGEMENT

Student ID: 73788 Module Name: MANAGING PROJECTS Center / College: SBCS, CHAMPS FLEURS Assessment Title: Learning Outcomes Assessed: Learning Outcome s

Student Name: HABBIKA LOPEZ Module Code: SIM335


Due Date: Hand in Date: JULY 9TH 2010

Feedback relating learning outcomes assessed and assessment criteria given to students:

Mark:

Areas for Commendation:

Areas for Improvement:

General Comments:

Assessors Signature:

Overall Mark (subject to ratification by the assessment board)

Moderators Signature:

Students Signature: (you must TABLE declaring that it is all your own work and all sources of sign this OF CONTENTS information have been referenced) 1

SECTION PAGE # TASK ONE.4 TASK TWO..11 INTRODUCTION. 11 BACKGROUND INFORMATION.. 12 METHODOLOGY. 13 INTODUCTION TO FEASIBILITY STUDY.. 14 INTODUCTION TO PROJECT CHARTER.. 16 PROJECT SCOPE. 18 SCHEDULE.. 20 RISK MANAGEMENT. 21 COMMUICATION MANAGEMENT.. 25 QUALITY MANAGEMENT. 25 HUMAN RESOURCES 25 COSTING 26 PROCUREMENT27 INTORDUCTION TO PROJECT TEAM.29 CHANGE MANAGEMENT31 PROJECT CLOSE...33 APPENDICES ORGANIZATIONAL STRUCTURE, JONES LTD37 FEASILBILITY STUDY..38 PROJECT CHARTER46 NETWORK DIAGRAM WBS49 COMMUNICATION MATRIX 49

TASK ONE
2

NETWORK DIAGRAM 1)

2) The timing of activities is determined when conducting the forward pass which begins with the project start time, usually zero, following through to the end of the network by adding the activity durations. For instance, in the network diagram in Question #1, activity A has duration of 4 working days whilst activity E has duration of 3 working days. The Early Start time for activity A is zero (upper left corner of activity node) and the Early Finish time for activity A is 4 (upper right corner of activity node), this was calculated by adding the early start time of the activity to the duration (Early Start + Duration = Early Finish). Activity A has 3 successor nodes, B, C & D. These activities can commence no earlier than when activity A is completed (4 working days). Therefor the Early start times for B, C & D will be 4. Activity B, C and D are all predecessors of activity E. Given that their relative Early Finish times are 10, 6 and 5 respectively, the Early Start of activity E will be 10 since E cannot begin until the preceding activities are all completed and given that activity B will take the longest to complete, it is the activity that controls the Early Start date of activity E. This is demonstrated below: FORWARD PASS

6 B

10

10

0 START

4 A

2 C

10

3 E

13

10

10

13

LEGEND

1 D

10

E a r ly S ta rt D u r a tio n E a rly F in ish T a sk N a m e L a te S ta r t S la ck L a te F in ish

3) The project duration is determined by conducted the entire forward pass (see #2) from the last activity on the network diagram through to the start node. This is done by subtracting activity times to find the Late Start and Late Finish times for each activity. Before this process can start, the forward pass must be completed since the starting point for the backward pass is the Late Finish which will be the same as the Early Finish on this activity (For activity R, #1, EF =LF). The Early Finish of the very last node of the network diagram (upper right corner of activity node) give the project duration, which is 56 as shown in answer #1. For the backward pass, the activity times are subtracted along each path beginning with the project end activity (Late Finish Duration = SLACK); the Late Start is carried to the preceding activity to establish its Late Finish, unless the activity is preceded by multiple activities, then the smallest Late Start of the immediate successor establishes the Late Finish. This is demonstrated below:

BACKWARD PASS 5

25

6 K

31

25

31

21

4 J

25

25

4 L

29

21

25

27

31

25

1 M

26

30

31

The critical path is comprised of all activities in the network diagram from start to finish that have zero slack /float time, which is determined when calculating the backward pass and gives the total time an activity can de delayed without affecting the project duration.. The slack/ float of an activity is the difference between the Late Start and the Early Start of an activity (LS ES = SLACK). For Watchwell Ltd, the critical path is as follows: CRITICAL PATH: START A B E F I J K N P R END

6 B

10

13

6 F

19

25

6 K

31

44

8 P

52

10

13

19

25

31

44

52

0 START

4 A

2 C

10

3 E

13

13

2 G

15

19

2 I

21

21

4 J

25

25

4 L

29

31

3 N

34

34

10 O

44

52

4 R

56

56

0 FINISH

56

10

10

13

17

19

19

21

21

25

27

31

31

34

34

44

52

56

56

56

1 D

13

1 H

14

25

1 M

26

44

1 Q

45

10

18

19

30

31

51

52

4) If the project starts on Monday 6th September, 2010, it will be completed on Monday 22nd November, 2010. This was computed using a five day work week given the project duration, 56 working days as given in the response for question #3.

5) a) A 1 day delay during activity C translates as a 1 day increase of the activitys Early Start and Early Finish, but will have no effect on the project duration. b) If activity G is delayed by 1 day, there will be a 1 day increase of the activitys Early Start and Early Finish, but will have no effect on the project duration. c) A two day delay in activity R will affect the project duration as it is on the critical path. The project will be delayed by 2 days.

6) Network diagrams are graphical presentations of a projects activities showing their sequence, interdependencies and relationships. They are utilized for planning & monitoring tasks of the project and are useful in terms of determining the project duration and date which tasks must start and end in order for the project to remain on schedule. The diagram which is stems from the WBS is essential to determining the allocation of resources and the assignment of tasks for the project team. It assist in communication stakeholders while retaining project control in addition to assisting the Project manager by being proactive with dealing with situations which may occur in the event of a task delay or acceleration. The network diagram is the framework that will be used by the Project manager to make decisions concerning time, cost and performance.

TASK TWO

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Intro

11

Background Info

12

Methodology

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FEASIBILITY STUDY
The Feasibility Study is defined by Harold Kernzer (2001, p.559) as the phase that considers the technical aspects of the conceptual alternatives and provides a firmer basis on which to decide whether to undertake the project The feasibility study conducted for Jones Ltd (See Appendix II, p. 38) will serve to plan the project development implementation activities in addition to assessing the staffing requirements and probable consequences and costs of investing in this project.

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PHASE ONE: DEFINITIION

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PROJECT CHARTER
As defined by Samuel J. Mantel Jnr, Jack R. Meredith, Scott M. Shafer and Margaret Sutton (2005, p.73), the Project Charter is a contract-like document that serves as a plan sign off, affirming that all major parties at interest to the project are in agreement on the deliverables, cost and schedule. The Project Charter of Jones Ltd functions as formal authorization of the project and has been initiated by the Project Sponsor who happens to be the current General Manager of Jones Ltd, (See Appendix 2, p. 46).

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PHASE TWO: PLANNING

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PROJECT SCOPE
The purpose of a detailed Scope according to Harvey Maylor (2003, p.80) is to ensure that all the parties to the project are agreement of what the project is going to do. This project entails the physical preparation of a newly acquired building for Jones Ltd and the opening of this building for business for trade. The undertaking will cover the physical outfitting of the building (which will ensure that the building is fitted with all wiring, plumbing, electrical generator, water supply back up and atmospheric control systems in addition to the installation of all furnishings and fittings), the establishment of information technology support systems (inclusive of the acquisition and installation of all I.T. software and support systems), the leasing of security services (from the start of the outfitting of the building and the completion of the project to the end of the awarded contract that will close at the end of the companys financial year, renewable based on decision taken by the GM) , the procurement of inventory for sale (awarded to the successful tendering company) , the acquisition and training of staff for the new business and internal and limited external interface (Carried out by a HR outsourcing company, Regency Ltd.)

PROJECT SCOPE MANAGEMENT


The Scope of this project will be under constant management since the possibility exists that several factors may seek to influence change to the Scope stated. In light of information on Scope Management from Harold Kerzner (2001, p. 989), such factors which may influence change of the scope of this project are as follows: Parties to the project may have differing project criteria, especially in their functional project purpose. Under/Overestimation of the feasibility study.

In this regard, as the implementation process of the detailed activities for the project progresses (See Work Based Structure, Appendix III, p. 49), the scope will be monitored and managed accordingly.
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For general guidance, the Project Sponsor, who is the General Manager of Jones Ltd., will provide direction as to the Personnel policies and guidelines of the company in terms of sourcing the Human Resources needed for the project in addition to staff that will operate the daily functions of the new business (It has been stated that the organizational structure should mirror the one existing at the companys main operational base.) The Project Teams Legal consultant will provide guidance to ensure that the project remains aligned with leading industry standards and project legalities. It is crucial to note however that the Scope of this project will not include the following: Marketing of product to target niche markets and other groups of interest outside of the sector in which Jones Ltd. currently trades Research and Development of the companys existing product base. Accounting services beyond the scope of the project. The entertainment of activities on the part of the Project Team Members outside of the existing functions as per their role played in the project implementation.

SCHEDULE
Table 2 shows the scheduling of the major activities, their durations and sequence for the expansion project of Jones Ltd.
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Table 1: Schedule of Activities for the Expansion Project of Jones Ltd.

ACTIVITY #

ACTIVITY (TASKS)

DURATION (DAYS)

ACTIVITY PRECECESSOR --1 2 2

1 2 3 4

Lease Security Services Outfit New Building Install Virtual Infrastructure Internal Stakeholder Interface

24 95 27 14

5 6 7 8

Acquire Inventory for Sale Acquire Staff Train Staff External Stakeholder Interface

32 32 14 35

2 3,4,5 6 6

Commence Operations

7,8

(Network Diagram at Appendix IV, p.48 )

RISK MANAGEMENT
Generally, risks are computed from the probability of the event becoming an issue and the impact it would have. The Project Team will encounter several risks in this project implementation and will be faced with daily judgment calls that would ensure that the project is never compromised, which must be based on solid techniques that focus on quantitative rather than qualitative data whenever possible. The use of such techniques, according to Michael J. Termini (1999, p. 129) are involved in Risk Management.
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RISK IDENTIFICATION
The following is a list of risks that are likely to be encountered during the implementation of the project: Workers may incur serious injuries on the job while building is being prepares resulting in a temporary shut down that may delay the completion date of the project. The supplier may not have the quantity of stock requested at the time of order. There may be a critical delay when the stock is being transported owing to unforeseen factors. Stock may be damaged during transit. Some stock may not be in proper working condition upon receipt and may need to be returned and replaced by the supplier

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RISK EVALUATION & ANALYSIS


The Risk Manager has assessed the main risks of the project as follows:

Table 2: Risk Assessment for Jones Ltd. Expansion Project

RISK Workers incur Injury on Jobsite

IMPACT Temporary shut down on work site (1 hour to 7 days delay)

RISK LEVEL HIGH

Supplier does not have stock in Longer wait to receive stock quantity quantity requested (7-14 days delay) Delay in transportation of stock Delay of receipt from supplier Stock is damaged in transit (7 -21 days delay) Loss incurred by company ($500 to $10,000 in damaged goods) Malfunctioning stock received Less stock in working condition from supplier (7 to 14 days delay replacement)

MODERATE

MODERATE

MODERATE

LOW

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RISK RESPONSE PLAN


Risk response contingency plans are prepared in the event that the perceived risk materializes. The Table below details the risk response plan for Jones. Ltd.

Table 3: Risk Response Plan for Jones Ltd., Expansion Project

RISK Workers incur Injury on Jobsite

RISK RESPONSE Ensure that workers and worksite is in compliance with Occupational Health & Safety Act. Ensure Worksite is well equipped with first aid kits. Arrange stand by transport to medical care for more serious injuries

Supplier does not have stock in Scout multiple suppliers carrying requested product beforequantity hand to counter this possibility

Delay in transportation of stock Stock will be ordered as soon as Storage facility is completed from supplier Stock is damaged in transit to ensure that transport delays have little impact Form contract agreement with Transport contractor and supplier to deflect cost liability Malfunctioning stock received Return items immediately to supplier for replacement from supplier

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RISK TRACKING & MONITORING


Project Team members will at different times be responsible for the tracking of risks as they occur and fall within or close to the role of their job functions, as assigned by the Risk Manager.

Table 4: Risk Tracking Log for Jones Ltd. Expansion Project

RISK

DATE ASSIGNED

RESPONSIBLE PARTY

ACTION TAKEN & DATES

NOTES

Workers incur Injury on Jobsite Supplier does not have stock in quantity Delay in transportation of stock from supplier Stock is damaged in transit Malfunctioning stock received from supplier

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COMMUNICATION MANGEMENT
A common technique for communication management centers on the use of a table to identify the nature of communication (what will be told to whom and in what format), the timing and who is responsible for doing it, (see Communication Matrix, Appendix V, p. 49).

QUALITY MANAGEMENT
The Quality Management Plan (QMP) is an informal or formal document that provides input to the overall project management plan and must address quality control and quality assurance for the project, PMBOK Guide (2004,p. 187). The QMP defines the quality expectations the project must achieve and how they will be met. It describes the qualities that must be possessed by the projects outputs in order that the desired outcomes are achieved. (See the QPM for Jones Ltd. at Appendix VI, p.51).

HUMAN RESOURCES
Part of the Human Resource function for this project was outsourced to Regency Ltd., a company that provides HR services such as employment recruitment. Jones lt. will outline job descriptions in addition to drafting the require skill sets for each designation and Regency Ltd. will provide the Assistant Manager of Jones Ltd. with a suitable candidates who will be short listed for a review, interview and selection by the Assistant Manager. (See Organization Chart, Appendix VII, p. 52).

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COSTING
The Costing Method utilized for this project entails processes which took into consideration the past financial experiences of the company, invoicing for the procurement of stock for sale as well as services, in addition to taking into estimates for perceived direct and indirect costs that would be incurred for the project implementation. (See Project Budget Proposal, Appendix VIII, p. 52).

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PROCUREMENT
Services outsourced and contracts awarded during the implementation of the project and for operations of the business are as follows: SERVICE Compound Security CONTRACT AWARDEE Securisafe Ltd. CONTRACT DETAILS - Installation of security cameras - 8 party security crew comprising of 4 armed security guards and their K-9 partners Stock Provider I.T. Incorporated - Provision of 250 laptops and 250 desktops with software cds - Provision of HR services to source staff for the new business initiative - Provision cellphones under a corporate package for executives at the new location (5) 6 months CONTRACT DURATION 1 year

Human Resources

Regency Ltd.

3 weeks

Telecommunication s

G-Mobile

1 year

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PHASE THREE: ORGANISE

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PROJECT TEAM The Project Management Team is comprised of the Functional Leads, Technical Leads, Project Manager and chaired by the Project Sponsor. The charge of the committee is to share information and address implementation issues that impact multiple applications within the project. (See The Project Team, Roles & Responsibilities, Appendix IX, P. 56)

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PHASE FOUR: EXECUTE

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CHANGE MANAGEMENT As the project is implemented, weekly status reports will be prepared by the Project Team members and submitted to the Project Manager, (see Weekly Status Report, Appendix X, p. 59). However, it is very common during the execution phase that team members may realize a significant occurrence that will result in change of the projects scope, costing or schedule. Changes during the life cycle of projects are inevitable and will occur. Some changes can be beneficial to the project outcome; changes having a negative impact are the ones to avoid, Clifford Gray & Erik Larson (2006, p. 434). (See Project Change Management Plan, Appendix XI, p. 60 and Project Change Request Form, Appendix XII, p. 61)

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PHASE FIVE: CLOSE

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PROJECT CLOSURE
As the project life cycle nears the end, energies tend to de directed away from the project, thus careful management of the closure is crucial. (See Project Closure Checklist, Appendix XII, p. 62)

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Conclusion
Project Team Sign Off Sheet
PROJECT MANAGER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROJECT SPONSOR NAME (IN BLOCK LETTERS): SIGNATURE: DATE

FINANCE LEADER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

QUALITY ASSURANCE SPECIALIST NAME (IN BLOCK LETTERS): SIGNATURE: DATE

TECHNICAL CONSULTANT NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROCREMENT LEADER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROCESS SPECIALIST NAME (IN BLOCK LETTERS): SIGNATURE: DATE

RISK MANAGER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

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This project is hereby submitted to the Jones Ltd. for review and approval. Name: .. Designation:.. Signature: .. Date:..

Name: .. Designation:.. Signature: .. Date:..

Name: .. Designation:.. Signature: .. Date:..

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APPENDICES

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APPENDIX I

ORGAINZATIONAL STRUCTURE OF JONES LTD.

GENERAL MANAGER

ADMIN. OFFICER ASSISTANT MANAGER SALES REPRESENTATIVE ADMIN. S (4) OFFICER

SALES SUPERVISOR

WAREHOUSE SUPERVISOR

TRANSPORT CONTRACTOR

WAREHOUSE WORKERS (2)

LEGEND FIXED ORGANIZATIONAL STRUCTURE CONTRACTED SERVICES

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APPENDIX IIFEASIBILITY STUDY


SWOT ANALYSIS As part of the feasibility study, an analysis of the companys strengths, weaknesses, opportunities and threats was conducted in order to fully understand the nature of the company. STRENGTHS Jones Ltd. since commencing trade in 2001 has an established customer base that holds the company name in high regard. The company has very reliable transport and an established distribution channel.

WEAKNESSES There are very limited resources for the completion of the project as well as for the running of the new business initiative. Products offered will be very similar to what is being offered by competitors. There are several established competitors for this product.

OPPORTUNITIES Dynamism of the product being offered owing to the development of new technologies/ models. Ever-increasing demand for product Growing customer base Increasing numbers of niche markets can be targeted by company

THREATS
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Price Competition from already established competitors Constant emergence of new technologies being developed giving shelf life to the product being sold currently.

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CONCLUSION In addressing the companys current challenges for the establishment of this project, the weaknesses and threats will be addressed as follows: The Project Manager will establish a Project team who will have the skill sets required for the effective coordination of the project. Given that several other businesses also engage in the supply of computers, Jones Ltd. will enter the market by offering high quality stock harbouring current technological compatibilities which will not only attract new customers, but will secure a favorable brand position for the company. Having acknowledged that there are several competitors for this particular product, Jones Ltd. can easily prepare an effective marketing strategy after a thorough analysis if these competitors, their products, distribution channels and after sales services which would grant them favorable access to their target market. Since price competition from competitors is anticipated, Jones Ltd. can focus on providing better terms and conditions through the sale of their products such as better warrantees, faster delivery services and lower priced/free installation and assembly. Jones Ltd. understands that by offering a technological product it is at the mercy of constantly emerging, newer technologies. In light of this, the company can offer periodic upgrades to customers in addition to informing them of new technological developments of the products which may interest them via text message or email.

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STAKEHOLDER ANALYSIS

Stakeholders are individuals, organizations and groups that are actively involved in the project or whose interests may be positively or negatively affected as a result of the project execution or completion. They may also influence over the project and its results, Clifford F. Gray & Erik W. Larson (2006, p. 562). The stakeholder analysis was conducted in order to identify the key people whose support must be gained for the completion of this project. Stakeholders were identified and categorized as illustrated in Figure 1:

Fig.1: Power Interest Grid of Jones Ltd. (Stakeholder Prioritization)

HIGH

KEEP SATISFI ED

MANAG E CLOSEL Y

POWER

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MONITOR (MINIMUM EFFORT) LOW LOW

KEEP INFORME D

INTERE HIGH ST

High Power, Interested People: People who the company must fully engage with and make the greatest effort to satisfy. Project Manager and Project Team, Top Management and current employees of Jones Ltd.

High Power, Interested People: People for whom the company must put in enough work to keep them satisfied: Administrative support, contractors, existing customer base, potential customers.

Low Power, Interested People: People who must be kept adequately informed while the company ensures that no major issues arise. Suppliers, consultants, analysts, future employees of Jones Ltd.

Low Power, Less Interested People:


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Parties to be monitored with minimal communication from the company: Competitors, government agencies, press, community and general public.

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COST BENEFIT ANALYSIS


The following financial analysis is an assessment that includes budget estimates and projected figures which were utilized for the purpose of determining the financial feasibility of this project. Table 1.0 Shows Projected Costs to be incurred during Project Implementation COST INCURRED Internal Labor Costs Overheads Planning Costs Salary of PM Salaries of Project Team (Inclusive of Admin. Staff) Success Bonuses Contract Labor Transport Internal Implementation Labor Information Technology Workmen Salaries HR services (Regency Ltd.) Staff Training Website Updating Capital Costs (Materials Purchased) Generator Fixtures and Fittings Plumbing Materials Commercial Central Airconditioning unit Server Telephones & Fax Machines SUBTOTALS $50000 $50000 $350,000 $1,050,000 $210,000 $1,580,000 $1,580,000 $48,000 $48,000 $358,500 $250,000 $50,000 $2,000 $1000 TOTALS

$661,500 $661,500

$45,000 $30,000 $30,000 $50,000 $35,000 $25,000

$215,000 $215,000 $2,554,500

Total Implementation Cost:

Table 1.1 Shows the Total Annual Projected Cost of Operating the New Base
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PROJECTED COST Maintenance Contract (Annually) Security services Cleaning Services Air conditioning maintenance Groundsmen Operational Cost (Annually) Stock Purchases Transport of Goods upon sale Marketing Campaign (1st quarter) Employee salaries Corporate Executive cell phones System upgrades Website Maintenance Electricity & Water Corporate Telecommunications Other Sundry Miscellaneous

SUBTOTALS

TOTAL

$180,000 $150,000 $20,000 $24,000

$374,000 $374,000

$2,500,000 $36,000 $75,000 $679,200 $25,000 $87,000 $20,000 $84,000 $57,000 $42,000 $60,000

$3,558,200 $3,558,200

Total Projected Cost


Table 1.2 Shows the Total Annual Projected Benefits of Operating the New Base PROJECTED BENEFITS Total Annual Profit (based on sale per unit) Productivity Savings Expense Reduction Increased Sales Decreased Cost of Goods Sold TOTALS $3,867,500 $,970,000 $1,357,250 $3,945,000 $675,000 $10,814,750

Total Annual Benefit


CONCLUSION

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Using these estimated and projected figures, the total cost of project implementation plus the estimated annual cost of base operations will amount to an estimated figure of $6,112,700 ($3,558,200 + $2,554,500). However, the projected annual benefit calculated in Table 1.2 indicates an annual benefit to Jones Ltd. in the amount of $9,814,750 and a projected monthly benefit of $901,229 ($10,814,750 12). Given this monthly figure, it is estimated that Jones Ltd. in operating the new business initiative will be able to realize the total coverage of the cost of implementation of the project after a period of approximately three months. This expansion of the company will be a great investment given that Jones Ltd intends to stay abreast with the advances of technology so that they may offer the best quality products to their customers. One periodic upgrade of the companys products in addition to the company itself is maintained, as well as the products are presented to the companys target market in high regard, the life span of the company will persevere.

APPENDIX III
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PROJECT CHARTER
PROJECT TITLE Preparation and opening of newly acquired building for the expansions of Jones Ltd. PROJECT SPONSOR The General Manager of Jones Ltd. shall have the authority of final approval on completion of the project. PROJECT MANAGER Jones Ltd. has identified Ms. Habbika Lopez as the Project Manager for the planning and implementation of the project. Ms. Lopez will have full authority of the Project Team. PROJECT TEAM The Project Manager has indicated other members of the Project Team shall comprise of individuals in the following capacities: Project Sponsor, Risk Manager, Finance Leader, Quality Assurance Specialist, Technical Architect, Procurement Leader and a Process Specialist. PROJECT DESCRIPTION This project entails the expansion of the company, Jones Ltd. which apart from the physical preparations of the building and sourcing a new product line for the company, will also include the acquisition of knowledgeable staff for the day to day operation of the new base. PROJECT SCOPE STATEMENT This project entails the preparation of opening the newly acquired building for trade. The building will allow the company to source and supply computers to their existing target market. PROJECT OBJECTIVES To complete the project before the end of the companys next financial year (June 30 th 2011) To source necessary Human resources needed for project and for the daily operations at the newly acquired base. To prepare the new building for public opening

PROJECT CHARTER (Continued) 47

PROJECT DELIVERABLES Complete physical outfitting of building (inclusive of activities such as plumbing, wiring and all I.T. support infrastructure). Internal & External Stakeholder Interface Leasing of Security Services Acquisition of inventory Sourcing of staff Preparation of business for public opening PROJECT CONSTRAINTS Human Resources: Limited Human Resources to complete the Project and for running the new business initiative. TIME: The client has requested that the project be completed before the end of the companys next financial year (June 30th 2011).

PROJECT ASSUMPTIONS During the physical outfitting of the building, there shall be no occurrences of serious accidents on the job involving workmen at the site. The selected supplier will have the quantity of stock for sale when requested. Inventory for sale has been sourced shall be safely transported to the new business location. All stock sourced will be in pristine condition and will not need to be replaced by the supplier owing to physical damage or other malfunction. PROJECT RISKS Workers may incur serious injuries on the job while building is being prepares resulting in a temporary shut down that may delay the completion date of the project. The supplier may not have the quantity of stock requested at the time of order. There may be a critical delay when the stock is being transported owing to unforeseen factors. Stock may be damaged during transit.Some stock may not be in proper working condition upon receipt and may need to be returned and replaced by the supplier.

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PROJECT CHARTER (Continued) PROJECT TEAM SIGN OFF SHEET

PROJECT MANAGER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROJECT SPONSOR NAME (IN BLOCK LETTERS): SIGNATURE: DATE

FINANCE LEADER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

QUALITY ASSURANCE SPECIALIST NAME (IN BLOCK LETTERS): SIGNATURE: DATE

TECHNICAL CONSULTANT NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROCREMENT LEADER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROCESS SPECIALIST NAME (IN BLOCK LETTERS): SIGNATURE: DATE

RISK MANAGER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

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50

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APPENDIX VI
COMMUNICATION MATRIX OF JONES LTD FOR EXANSION PROJECT

Type of

Method / Tool

Frequency/Schedule

Information

Participants / Responsible

Communication Recurring Communication Activities Project: Project Meetings Teleconference Weekly and on event

Project status, problems, risks, changed requirements All Project documentation and reports Sub- Project status - progress - forecast - risks Project status (progress)

Project Mgr., Project Team, Contractors Project Mgr., Project Team Members Contractors

Sharing of Project data Sub-contract Reports

Shared Project Data Base Word document

When available

Bi-weekly

Milestone Meetings Status Meetings

Teleconference Teleconference

Before milestones Monthly

Project Mgr., Contractors Project Manager, Project Team Members Project Mgr., Project Team Contractors

Final Project Meeting

Teleconference

MS6

Wrap-up Experiences

APPENDIX VII
QUALITY MANAGEMENT PLAN FOR JONES LTD.
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PROJECT DELIVERABLES Complete physical outfitting of building (inclusive of activities such as plumbing, wiring and all I.T. support infrastructure). QUALITY EXPECTATIONS The high level of quality expected to be achieved by the project as defined by the Project Sponsor will be constantly kept in check by the Quality Manager by updates and that shall be provided on a weekly basis, ensuring that all aspects of the project are aligned with satisfaction of the client in addition to local and international quality standards where applicable. ACCEPTANCE CRITERIA The project is completed on time Within budget The client is satisfied that deliverables have all been met STANDARDS THAT APPLY TO DELIVERABLES & PROCESSES Local site standards. Corporate standards National standards International standards Documentation standards Web site standards IT standards Testing and acceptance standards Project management standards Procurement standards Building construction standards Financial management standards Governance standards QUALITY CONTROL PROCESSES APPLIED TO DELIVERABLES Construction & I.T.: Design techniques, development methodologies, interim quality reviews Products: Acceptance testing, inspections, quality reviews) Documents: Obtain sign-offs from all relevant parties, proof reading

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APPENDIX VIII

ORGAINZATIONAL STRUCTURE OF JONES LTD.s NEW BUSINESS INITIATIVE

GENERAL MANAGER

ADMIN. OFFICER ASSISTANT MANAGER

ADMIN. OFFICER

PROCUREMENT SUPERVISOR

SALES SUPERVISOR

TECHNICAL SERPERVISOR

TRANSPORT CONTRACTOR

PROCUREME NT OFFICERS (2)

SALES REPRESENTATIVE S (4)

TECHNICAL OFFICERS (2)

LEGEND FIXED ORGANIZATIONAL STRUCTURE CONTRACTED SERVICES

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COST Internal Labor Costs Overheads Planning Costs Salary of PM Salaries of Project Team (Inclusive of Admin. Staff) Success Bonuses Contract Labor Transport Internal Implementation Labor Information Technology Workmen Salaries HR services (Regency Ltd.) Staff Training Website Updating Capital Costs (Materials Purchased) Generator Fixtures and Fittings Plumbing Materials Commercial Central Airconditioning unit Server Telephones & Fax Machines

SUBTOTALS $50000

TOTALS

$50000 $350,000 $1,050,000 $210,000 $1,580,000 $1,580,000 $48,000 $48,000 $358,500 $250,000 $50,000 $2,000 $1000

$661,500 $661,500

$45,000 $30,000 $30,000 $50,000 $35,000 $25,000

$215,000 $215,000 $2,554,500

Total Implementation Cost:

APPENDIX IX
55

BUDGET PROPOSAL FOR JONES LTD. EXPANSION PROJECT

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PROJECT TEAM BUDGET APPROVAL SIGN OFF SHEET


PROJECT SPONSOR NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROJECT MANAGER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

FINANCE LEADER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

QUALITY ASSURANCE SPECIALIST NAME (IN BLOCK LETTERS): SIGNATURE: DATE

TECHNICAL CONSULTANT NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROCREMENT LEADER NAME (IN BLOCK LETTERS): SIGNATURE: DATE

PROCESS SPECIALIST NAME (IN BLOCK LETTERS): SIGNATURE: DATE

RISK MANAGER NAME (IN BLOCK LETTERS): SIGNATURE: DATE


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APPENDIX X
THE PROJEECT TEAM, ROLES & RESPONSIBILITIES DESIGNATION PROJECT MANAGER ROLE The person with day-to-day responsibility for the conduct and success of the project. RESPONSIBILITY Management of project Has authority over the project team as defined in the project charter (including tasks assignment and performance review Reports to the Project Sponsor Has autonomy within project boundaries (the Sponsor can replace the PM altogether but cannot take or overturn PMs decisions within the project) Can negotiate scope, resources and schedule changes with stakeholders Secure funding Project review Project approvals Risk analysis Calculation of risk probability Risk response planning Sub-contractor expenditure Joint venture accounting Progress tracking Financial reporting etc.

PROJECT SPONSOR

RISK MANAGER FINANCIAL LEADER

The person who saw a need for change and had the authority to make something happen. The person who assesses the Project risks The project Accountant

QUALITY ASSURANCE SPECIALIST

The person responsible for processes and procedures that ensure required levels of quality are achieved.

THE PROJEECT TEAM, ROLES & RESPONSIBILITIES (Continued)


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DESIGNATION TECHNICAL ARCITECT

ROLE A specialist in defining technical components of a I.T. solution with responsibility for the technical architecture of the solution.

RESPONSIBILITY Project planning System development and testing Migration and conversion activities Documentation development Status reporting Technical coordination with local technical staff and third party vendors Monitor consultants activity General Liaison with contractors

PROCUREMENT LEADER

The person responsible for sourcing the services needed for project implementation An expert in best practice solutions for a given business process.

PROCESS SPECIALIST

Overseeing of all processes ensuring that they are aligned with the relative procedures

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Project Name: Project No. or ID Code: Description of Project:

Week Ending: Project Manager:

Project Start Date: Circle Project Status: Green (OK)

Project End Date:

% Complete:

Yellow (in trouble)

Red (in danger)

Current Life Cycle Phase (check one): Define Planning Organize Close Project Documentation Resources Not started In development Revision update Sent for approval Other (specify)_______ Project Issues: Available Need to assess Need to hire Release resource(s) Other (specify)_______

Execute Materials & Equipment Sent for approval On order Delivered Supplier paid Other (specify)_______

Additional Notes

APPENDIX XI
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WEEKLY STATUS REPORT

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APPENDIX XII
JONES LTD., PROJECT CHANGE MANAGEMENT PLAN

1. 2. 3. 4. 5. 6.

Submit written Change Request form (CR) Review CRs and approve or reject as seen fit If approved, perform analysis and develop a recommendation Accept or reject the recommendation If accepted, update all relevant project documents and re-plan Notify all stakeholders of change made

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APPENDIX XIII
PROJECT CHANGE REQUEST FORM PROJECT NAME EXPANSION OF JONES LTD.. PROJECT REQUEST NUMBER 1324 INITIATED BY: (DESIGNATION) DESCRIPTION OF CHANGE REQUEST

DATE:

REASONS & PERCIEVED BENEFITS

PRIORITY: (Check One) ESSENTIAL FOR SUCCESS OF PROJECT REQUIRED FOR TASK IMPLEMENTATION CAN WAIT AFFECTED DELIVERABLES/TASKS

ESTIMATE OF COST & TIME

APPROVED YES DATE: NO

PROJECT TEAM REVIEWED YES NO

APPENDIX XIV
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PROJECT CLOSURE CHECKLIST FOR JONES LTD. EXPANSION PROJECT TASK COMPLETED YES LEASING SECURITY SERVICES OUTFITTING BUILDING VIRTUAL INFRASTRUCTURE INTERNAL STAKEHOLDER INTERFACE STOCK ACQUISITION STAFF ACQUISITION STAFF TRAINING EXTERNAL STAKEHOLDER INTERFACE PUBLIC OPENING OF BUSINESS NO COMPLETION DUE DATE PERSON RESPONSIBLE NOTES

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