BSB52415 Diploma of Marketing and Communication

BSBPMG522 Undertake project work

ASSESSMENT 1: Assignment
Case study Max Lionel Realty
Part 1 and Part 2

Students Name Jasmine Ayu

Student Number 3077

Student Declaration I declare that the work submitted is my own. It has not been
copied or plagiarized form any other person or resources

Students Signature Jasmine Ayu

Date Submitted 17th September 2017

PROJECT PLAN
MAX LIONEL REALITY
INTRODUCTION
Project Plan will provide a definition of the project, including the projects goals and objectives
The Project Plan develop to achieve the highest returns for our clients and to deliver a client
experience that is second to none in the industry. Besides to establish, within five years, the
MLR brand - the highest ethical standards with best-in band performance for clients

The Project Plan defines the following:

Project purpose
Business and project goals and objectives
Scope and expectations
Assumptions and constraints
Project timeline

BACKGROUND AND INFORMATION

Max Lionel Realty (MLR) was founded in 2008 by property developer Max Lionel. The
company currently employs approximately 100 people, 80 of whom are licensed real
estate agents. Through its client agents, the organization manages property sales and
rentals (both residential and commercial) on behalf of a range of clients. The
organization also separately engages in investment activities, such as property and land
development. Max Lionel Realty has been a member of the Real Estate Institute of NSW
(REINSW) since 2008 and proudly follows the REINSW Code of Practice.
PROJECT APPROACH

This section outlines the way we will roll out the plan, including the highest level
milestones.
Plan: Phase I: Organise into regions
Phase II: Plan regional forums and book facilities
Phase III: Distribute advertising and invitations to all residents Phase IV: Conduct
Forums and deliver information
Phase V: Collate resident responses and delineate subject matter
Phase VI: Provide a comprehensive written report and make publicly available on the
findings.

GOALS AND OBJECTIVES

Business Goals and Objectives
The business goals and objectives for this project will focus on implementing a report that:

Engaging with customers and clients

Building goodwill and reputation for integrity
Supporting innovative thinking, management and leadership skills
creating a high-performance, highly profitable organization
Facilitates coordination and information sharing both internal and external to the
participating organizations.
Facilitates coordinated conciliation measures between resident and park owner.
Provides high levels of quality data.

Project goals and objectives:

Promote high standards in professional conduct (see Real Estate Institute of

NSW - REINSW Code of Practice and relevant legislation)
Inform agents of legal and ethical obligations (particularly with respect to WHS
and antidiscrimination legislation) and any standards or codes of conduct
followed by the organisation
Inform clients, tenants, and potential tenants of MLRs commitments
Achieve employee and client buy-in for initiative
Ensure that end users have input into the process.
 Accomplish project business goals and objectives within defined budget and time
parameters.

PROJECT SCOPE AND DETAILS

1. Probity and ethical behaviour

The principles of probity and ethical behaviour governs the conduct of all procurement
activities. Employees who have authority to procure goods and service must comply
with the standards of integrity, probity, professional conduct and ethical behaviour.
Employees or directors must not seek to benefit from supplier practices that may be
dishonest or unethical.

2. Value of money

Value of money is the core principle underpinning procurement. Contracted

organizations must be cost effective and efficient in the use of resources whilst
upholding the highest standards of probity and integrity. In general, a competitive
process carried out in an open, objective and transparent manner can achieve the best
value for money in procurement.

3. Non discrimination

This procurement policy is non-discriminatory. All potential contracted suppliers

should have the same opportunities to complete for business and must be treated
equitably based on their suitability for the intended purpose.

4. Risk management

Risk management involves the systematic identification, analysis, treatment, and where
possible, the implementation of appropriate risk- identification strategies. It is integral
to efficiency and effectiveness to productively identify, evaluate, and manage risks
arising out of procurement related activities. The risks associated with procurement
activity must be managed in accordance with the organizations risk management policy.

5. Responsible financial management

The principle of responsible financial management must be applied to all procurement
activities. Factors that must be considered include:

The availability of funds within an existing approved budget

Staff approving the expenditure of funds strictly within their delegations
Measures to contain costs of the procurement without compromising any
procurement principles.

6. Procurement planning
In order to achieve value for money, each procurement process must be well planned
and conducted in accordance with the principles contained in this document and
comply with all of the organizations policies and relevant legal and regulatory
requirements.
When planning appropriate procurement processes consideration should be given to
adopting an approach that:

Encourages competition
Ensures that rules do not operate to limit competition by discriminating against
particular suppliers.
Recognizes any industry regulation and licensing requirements.
Secures and maintains contractual and related documentation for the
procurement which best protests the organization.
Complies with the organizations delegations policy.

7. Buy Australian Made/ Support for Australian Industry

Employees who are involved in procurement activities must make a conscious effort to
maximize opportunities for Australian manufacturers and suppliers to provide products
where there is practicable and economic value.
In making a value for money judgement between locally-made and overseas-sourced
goods, employees are to take into account.

Whole-of life purchase price may not be a reliable indicator of value That the
initial purchase price may not be a reliable indicator of value
The quality of locally made products
The record of performance and delivery of local suppliers
 The flexibility, convenience and capability of local suppliers for follow on orders
The scope for improvements to the goods and add-ons from local industry. 8.
Pre-registered list of preferred suppliers: Max Lionel Realty shall maintain a pre-
registered list of preferred suppliers, following a request for expressions of
interest and an evaluation of the submissions. Suppliers can request to be
evaluated for inclusion on the existing pre-register list at any time. All purchases
under $5000 may be made from preferred suppliers without undertaking a
competitive process. Purchases above $5000 where a preferred supplier exists
should include a competitive process if practicable. This list is reviewed at
regular intervals with admission of interested parties on a rolling basis. Care
should be taken to ensure that such lists are used in an open and non-
discriminatory manner. Max Lionel Realty encourages new contractors to
provide information on their experience, expertise, capabilities, pricing, fees, and
current availability. It is in the interest of the organization that the pool of
potential suppliers is actively maintained and updated. Employees should be
encouraged

9. Avoid conflict of interest

Employees and directors are required to be free of interests or relationships in all

aspects of the procurement process. Employees and directors are not permitted to
personally gain from any aspect of a procurement process. Employees and directors
shall ensure that to the best of their knowledge, information and belief, that at the date
of engaging a contractor no conflict of interest exists or is likely to arise in the
performance of the contractors obligations under their contract.

Should employees or directors become aware of potential conflicts of interest during

the contract period, they must advise the CEO and the Board of Directors immediately.

Prior to any situation arising with potential for a conflict of interest, complete disclosure
shall be made to the CEO and the Board of Directors to allow sufficient time for a review.

10. Report collusive tendering

Employees should be aware of anti-competitive practices such as collusive tendering.
Any evidence of suspected collusion in tendering should be brought to the attention of
the CEO and the Board of Directors.

11. Competitive process

It is basic principle of procurement that a competitive process should be used unless

there are justifiable circumstances. For purchases under $5000, the list of preferred
suppliers may be use. The type of competitive process can vary depending on the size
and characteristics of the contract to be awarded.

12. Direct invitation (Selective or restricted tendering)

A process of direct sourcing to tender may be used. This may involve:

An invitation to organizations deemed appropriately qualified for a particular

product or service (this may be appropriate for specialised requirements in
markets where there is a limited number of suppliers or service provider).
An invitation to tender to organizations on MLRs pre-registered list of preferred
suppliers of applicable.

13. Evaluation and contract award

For projects being awarded, consideration will be given not only to the most
economically advantageous tender, but also to the track record of the tender
respondent and the degree of confidence that the panel has in the quality if the bid. It
will be the normal practice to have the evaluation of tenders carried out by team with
the requisite competency.

14. Results of tendering process

All tender respondents should be informed in writing of the result of a tendering
process immediately after a contract has been awarded
PROJECT CONSTRAINTS

Three to four members who must be utilised and budgeted for. Operation
General Manager (the assessor) will determine composition of project team.
The structure of the work should include roles for project sponsor, technical
experts, qualities assurance for deliverables, project manager (yourself initially
and, after provisional approval, as negotiated with your team), and roles and
responsibilities for each team member to achieve the deliverables according to
standards, etc.
All reasonable resources (e.g. access to a room, computers, software and
templates) will be provided. Paper and telecommunication cost, for example, to
be covered by candidates.
All resources must be costed and included in your budget. Budget: $15,000.
The Operations General Manager or the management (can be the assessor) will
suggest project deliverables, for example, presentations, information sessions,
posters, promotional materials, etc. You may determine your own specific
deliverables so long as they are agreed to with stakeholders, meet project
objectives, and adhere to budgetary constraints.
Project timeframe to be determined by Operations General Manager (the
assessor as project sponsor). Project should include design, development,
implementation and evaluation stages (with periodic quality review). Project
status reports are due at 50% of allotted timeframe.
Project must be coordinated with other organisational projects, operations, etc.
STEERING COMMITTEE
Role Names Responsibilities

CEO Max Working with the Board of Directors

to oversee the business, set overall
strategic directions, manage risk, and
authorise large financial transactions.

CFO Riz Preparing quarterly financial

statements and overall budgeting.

Overseeing budgets for cost centres

and individual projects. At the
completion of financial quarters and
at the end of projects

Viewing budget variation reports and

incorporating information into
financial statement and financial
projections.

Project manager Kim Sweeny Day-to-day running of the company.

Overseas the coordination, as well as

the structural separation, of the
Residential, Commercial, and
Investments centres.

Sponsoring projects which affect

operations of the organization as a
whole.

Works with the Human Resources

Manager to coordinate systems and
projects in order to achieve
company-wide synergy
 SUMMARY OF OPERATION PLAN
Objectives Performance measures Task

1 Engage with customers/build Percentage of brand Project to raise awareness of

ethical profile:
Raise organizational
profile by 20%
Improve client
satisfaction
performance by 25%
recognition in sought- antidiscrimination, WHS and
after categories in other legislation/codes of
periodic customer conduct among agents, clients,
surveys. tenants.
Percentage of customers Conduct of quarterly surveys:
with positive view of clients and tenants.
organizational
responsiveness, Training needs analysis and
innovation, quality training of agents.

Number of client/ tenant Ensure agents disclose potential

complaints conflict of interest to clients,
tenants.

Development of ethical charter,

including principles all agents
must follow

2 Increase revenues by 20% Total income Investigate resourcing needs:

within the third quarter
Agent income
Investment income
Number of agents; personnel;
office equipment, cars, etc.
Fulfil resourcing needs in
accordance with policies and
procedures.

3 Engage workers with strategic Percentage completion of Management engagement with

goals of business and support
professional development in
line with strategic goals.
(Targets to be set by individual
managers
performance plans and
performance
management process.
Numbers of coaching
sessions completed
Numbers of operational-
related training programs
completed
employees to achieve greater
buy in of organizational goals
Include explanation of how
activities work with
organizational strategic goals in
all communications to internal
personnel
Regular coaching

Training needs analysis and

training

Strategic goals included in

induction program for estate
agents.

Employees incentives for

performance in all areas
 relevant to operational and
strategic goals

4 Improve health of employees Numbers of injuries Training needs analysis and

(range of specific areas) (Target = 0). training on WHS and
implementation of recently
Numbers of absentees launched MLR WHS
management system.

Research incentives for :Safe

work achievement and healthy
lifestyle