Project Management Club Dilemma - Assignment Example

PROJECT MANAGEMENT PLAN: CLUB DILEMMA By (Name) Course: Tutor: Institution: City Date: Project Management Plan: Club Dilemma Plagiarism Statement I declare that this project and reflective essay was written by me and in my own words, except for quotations from published and unpublished sources. The latter has them clearly indicated and acknowledged accordingly as stipulated in the rules. . Project Summary The purpose of this project is to reconstruct Club Dilemma into an affluent facility. Club Dilemma is in a town in Germany with a capacity of 200. Due to the increasing number of partygoers, it has some problems to find an accommodation for everyone. The Club Dilemma has been shut down last year, so there is a great possibility to regenerate the club within the close of the year. The project will start at 1 November 2015 and shall be finished until 1 October 2016. Tenders for the bidding have already been determined. The project manager is James Hook. The project team consists of Peter O’Dsricoll, Matt Manny, and Laurie Jester. Peter O’Dsricoll is the financial officer, Matt Manny is a construction engineer and thus responsible for the rebuilding of the club and Laure Jester is an interior architect and responsible for the interior fittings of the facility. Moreover is the marketing and sales officer. The main part of the budget (₤ 3,000,000) is covered by equity capital of the company. Furthermore, ₤ 500,000 are added to the budget by public funds. Therefore, the overall budget for the reconstruction project is ₤ 3,500,000 the club is located within the Central Business District. The position of the location is perfect because the distance to the central location and the city centre is less than 500m. The section of the differential location property that will be rebuilt into a lounge is 400 square meter large. The plan is to build modern and premium leisure allocations and spaces with required utilities in the similar building for the main reception, the lounge facility and some parking spaces. The project will be a success if the reconstruction is completed at the end of September 2016 and if at least 80% of the lounges and leisure spots are booked for use at the beginning of October 2016. Introduction Owners of several clubs invest a lot of funds and resources into marketing movements and implementing organization that uphold service standards and revitalize their club’s check average. The integration of the cost effectiveness and management translates to the operation circumstances as well as the realized efforts in the long-term basis. It marks he return of investment and opportunities attained (Dow, Taylor and Peter 2008). Cost management is an area that is commonly underestimated and undervalued in many clubs in the world all over. Many operating managers are not formally trained in the topic, making it some somewhat unrealistic to expect the employees they supervise to receive proper training. These managers and employees have a sizeable impact on the controllable cost of the venue. It shows why a training manual on cost management is an important tool for operating managers of various nightclubs. Club Dilemma is need of reconstruction from the old setup as demonstrated by the growing number of target consumers’ appraisals. From the old setup, the allocation of spatial considerations was only made on the leisure rooms and availability of the dance floor as well as the seasoned parking area for motorists. Lock (2013) argues that with the results gained from the accounting records and profitability margins, the club’s management endured one of the worst turnover periods leading up to the period of 2015. upon deliberation and decision-making, it was determined as prudent enough to reconstruct Club Dilemma with the aim of ensuring that is becomes the prime nightclub of the area. Aims The purpose of this paper is to write a probable reconstruction manual on cost management for an uptown nightclub facility like Club Dilemma as well as others in the industry. The manual will be designed to be implemented as a tool to manage and control costs for owners and managers responsible for making decisions that directly affect controllable costs. The decisions responsible in the project include but are not limited to par levels, staffing and price points, and staff training purchasing and monitoring (Schwalbe 2013). The aim is also to realize the required processes and changes in order to reconstruct re-brand and re-introduce Club Dilemma to the industry as the prime nightclub of choice to all members. It also aims to promote the club’s new venture in the market while targeting a new clientele base whilst not deterring on the customer services. Objectives A nightclub’s achievement is measured by its profitability, which is equated to top-line proceeds minus total costs. Total cost is calculated as incorporating of fixed costs such as rent, and managers’ salaries, utilities and controllable costs. It is crucial that managers are educated and facilitated on the expertise to reduce and minimize these controllable costs without limiting customer service. Unsurprisingly, while cost administration is a very important part of running a lucrative nightclub in the town’s central business district, it is also a very thorny part (Metropolitan Police Crime Mapping 2014). It is a constant balancing operation for respective managers when deciding on the necessary staffing and par levels, when to acquire more and when to cut back, to increase or effectively decrease price points, and the effect of effort to dedicate to educating and supervising employees who affect the venues’ controllable costs directly. Constraints The main constraints to the project of rebuilding Club Dilemma include cost, time and scope of the process. It is also inclusive of the customer expectation. The scope of the project is a constraint as it developed the need to reconstruct Club Dilemma with equitable facilities required for the affluent young revelers, who are responsible for its promotion and outlay to the target markets (RAD 2009). The cost is the major constraint to the owner of the project as reconstruction is not a cheap project. The club’s already existence makes it easier to help in reconstruction, but the demands of a new utility make the process complicated. The project time is scheduled as an eleven-month period, inclusive of all the marketing demands and avenues for its use. The budgetary allocations given have to facilitate the completion of the task without added impact on the source. Assumptions In the reconstruction business of Club Dilemma, several assumptions have to be incorporated in the process in order to reduce chances of failure or dismissal along the way (Schwalbe 2010). The first assumptions is that the project will go on as scheduled without any interference and therefore completion is within the expected due date. It is also assumed that Club Dilemma will be up and running as from the October 1, 2015 at the stipulated time for revelers and enthusiasts to sample it. Another assumption is that the project will meet the required standards in the process with deliberation on non-quality aspects. The working days assumed for the project will include an optional day between Saturday and Sunday as the response from the workers. All the needs of the target populations will be met as well as that of the owners. A final assumption is that there will be nor usurping of the reconstruction plan as scheduled or deprivation of the abilities to another company from bidding. Project Definition Business Case In the definition process of the project, business case is the foremost part. The required documentation of the justification in investment is required for the commencement. In the allocation of the previous financial statements of Club Dilemma’s records within the last five years, profitability margins and costs of operations are provided (Belout and Gauvreau 2007). The elaboration is made in the process of the misgivings of available investment opportunity into translated results over the years. Subsequently, the provision made also shows the payback process required of the budgetary allocation within a three-year plan. Stakeholder The main stakeholders of Club Dilemma are the main concerns of the project as it should meet their targets, expectations and mark their importance in delivery of the project. Gradiner (2007) says that project manager will be responsible for communication process between the involved members of the inner circle as well as reliance on the stakeholder’s directives for the completion of the project. Therefore, the initial basis will be spent on identification, understanding and the relationships management of all the involved stakeholders in the project. Kick-Off Meeting In order for all the involved persons in the project to know the respective expectation and familiarize with Club Dilemma’s reconstruction, the kick-off meeting will be instrumental. The project manager, in this case James Hook, will be tentative in ensuring that this meeting will achieve its objectives of acquiring unity of purpose and communication of the project goals (Maylor 2009). James Hook will also ensure that all the members of the project will be given their time to prepare on the presentation and achieve the agendas as stipulated in the project plan. The challenges of previous operations will be communicated as well as updating on the requirements of each member. Project Planning The process of project planning represents one of the most underestimated parts while its requirements make it the trickiest of them all. Different managerial and business theories are responsible for enabling the planning process to be a success. In the Club Dilemma’s case, the opportunity presented for enabling the reconstruction will be used to define the process and results expected. Rose (2008) notes that using the Linkert’s management theory, the required system is based on the consultative one. In this project plan, James Hook will use the human-relations theory in order to achieve the best possible results from the workers available. The purpose is to ensure that the contents of the scheduled plan are placed into action with immediate effect, and meet the deadline set without reneging of the budgets. Project Integration Management The most important part of the teamwork’s mandate in the project of reconstructing Club Dilemma is the contract available for all the members. A conclusive and available contract, which elucidates all the responsibilities, mandate, provisions and required terms of service will be signed by all the members in the workforce (Kerzenher 2007). All the members present at the meeting will discuss the contents and subsequent signing will kick off the project. A work breakdown structure, based on the timeframe of eleven months will be necessary for setting the tone of accountability and fulfillment of the roles. The lowest levels of all agreed upon mechanism will be discussed and agreed upon through component actualizations. The structure is necessary as it will show the need for time management, allocation of the unplanned for misjudgments and insurance cover of the unexpected turn of events. Through the equity capital provided by the company, the funding sources of the budget are addressed. The provision made by the price-performance ratio is responsible for enabling the management understands into effective and efficient budgetary determination. Collins (2011) argues that the estimate costs for the entire project should not exceed the allocated and concerned surplus margins. The reconstruction of Club Dilemma should follow the guidelines on breakdown costs with a keen eye on the unplanned for costs. The latter is determined by the events that can come up during the course of the projects, which might require additional or revision charges. Project Execution Project Quality Management One of the main components of project’s success is the quality and its assurance. The management of Club Dilemma reconstruction project has to avail the quality assurance plan. The plan will involve supplier selection, contractor selection, standards as per the local public authority and communication standards (Mehta 2007). When the problems will arise in the process, a reporting and corrective action will be used in order to develop solutions as quick as possible. For the supplier and contactor quality controls, Matt Manny and Laurie Jester will make the monitoring process available. They will ensure the materials used and work performed are up to the required standards of the practice especially with the suppliers and effective demands from the local authorities. Project Communication Management Effective, timely and efficient communication is important fro the survival of the project. Reconstruction of Club Dilemma requires involvement and fulfillment of the roles by the different stakeholders in the project. Therefore, James Hook will have to ensure that smooth and good communication channels are used in the project’s timeframe and operations. Collins (2011) states that the communication plan for the project shows the hierarchical placing of all the members in terms of the required channels for dialogue. All departmental divisions are the subjected to the means of weekly reports and updates of the seized project goals (Kerzenher 2007). The timeline for the project allocates the different committees with effective management guidelines on the required statutory communication concerns. Project Human Resource Management The staff and workers needed in the project have a cru vial role for delivery of the needed responsibilities and productivity within the project. The roles have to be tailor-made and specific in order to ensure that the best possible chance of attaining the completion of the project is guaranteed with minimal interference (Belout and Gauvreau 2007). The management team will create the responsibility matrix in order to ascertain the keeping track and concerns of all the involved personnel. It also depicts the required relationship level of understanding and execution of duties amongst the stakeholders while deploying the organizational chart. All members are the affiliated to the project as per customary requirements of their roles. Monitoring and Control Project monitoring and control is important for the appraisal concerns and addressing of the progress and requirements for changes. The simpler the control system, the easier it is for project functionality. It determines the schedule of the project goals and demands from systematic basis into the complex and overall delivery. The management, led by James Hook, has to rely on the action plan in order to enforce the monitoring and control ability for reconstruction of Club Dilemma within the stipulated timeframe. Resolving of any pending issues and demanded changes will also come from the same setup of the management’s jurisdiction. Closing the Project According to the timeframe provided from the formative period, the project will be closed on a formal process on 16 Augusts 2016. James Hook will issue a final report, which stipulates all the formal details of the project’s undertaking up to the current condition. The success of the project will be evaluated forthwith as with the cause of stakeholder assessment and recommendations (Belout and Gauvreau 2007). The management team will then hold a closed door meeting for assessment of the steering committee and countercheck their mandate versus delivered terms. In the accordance plan, Club Dilemma will be accomplished through reconstruction and possible opening as from 1st October. Recommendations Some of the opportunities that can make reconstruction of Club Dilemma include annual review of the expectations especially from the time of its opening. The communicated changes and customer expectations have to be prioritized every meeting in order to ascertain the project’s direction (Dow, Taylor and Peter 2008). The project has to consider a distinct zone for the non-partakers of the activities in the main lounges and leisure spots, like during the day conferences and get-togethers. It can also be open to the hiring and catering requisitions depending on the capabilities. Conclusion The Club Dilemma’s project of reconstruction was a challenging issue for me. I am a novice in the management field, but the project helped me understand the needs and concerns required for availing effective management principles. With the help of various theories and effective study materials, I have gained considerable amount of information necessary for its utilization and fruition. The most important thing was to actualize the theoretical aspects of management into essential practices for the project. Appendices: Categories Weight Gallier Constructions Maier Constructions Construction Willmann Rate Score Rate Score Rate Score Past Performance 25% 85 21,25 70 17,5 60 15 Cost 30% 60 18 35 10,5 40 12 Staff Requirements 10% 85 8,5 70 7 90 9 Management Approach 20% 80 16 65 13 60 12 Equipment 15% 70 10,5 75 11,25 85 12,75 Score 100% 74,25 59,25 60,75 Yourroom project Communication Management Plan Stakeholder Communications Requirements The yourroom project includes various stakeholders, internally and externally. Thus it is crucial that the communication is between the stakeholders is good. The communication within the project team is based on a daily basis. Thereby various communication tools like face-to-face dialogues, meetings, emails and phone calls will be used. Furthermore it is important that the team members provide all useful information to the manager. The project manager itself is to keep the Steering Committee well informed and he also has needs to ensure that the constructors, painters and all the other suppliers are meeting the schedule. The town council and the students should also be kept up to date with the progress of the project. Communications Summary The following table gives an overview about the information sharing between the various stakeholders. Simple and short information sharing activities will not be considered in this plan. Stakeholders Communications Name Delivery Method/Format Producer Due Date/Frequency Steering Committee Weekly Status Report Hard copy and meeting Robert Mack Fridays at 5pm Project Team Weekly status report Meeting All team members Fridays at 9am Gallier Constructions Daily status report Verbal Communication Jonas Laue Every day by 5.30pm until construction is finished Furniture Shop Albstadt Status report Email Mick Walter According to order placement Albstadt Electricity Status report Verbal Communication Jonas Laue Every day by 5.30pm during duty cycle Painting Company Status report Verbal Communication Mick Walter Every day by 5.30pm during duty cycle Municipal Works Albstadt Status report Verbal Communication Jonas Laue Every day by 5.30pm during duty cycle Tiles Layer Albstadt Status report Verbal Communication Mick Walter Every day by 5.30pm during duty cycle Town Council and students 3 months status report Short Meeting and Report Robert Mack 1st February 1st May 1st August Guidelines Ensure that all communications tools are well understood. Use common sense techniques to check comprehension. Short meetings or phone calls can be very effective. Don’t overuse email or other technologies. Use templates as much as possible when producing project reports and other written communication. Templates will be available from project website. Prepare meeting review within 24 hours of meeting and make it available on the homepage. Escalation procedures for resolving issues: Problems should be resolved directly. If this is not possible, affected parties should call attention to the project manager (Robert Mack). If he cannot resolve the issue, it should be brought to the attention of the steering committee. Document revision procedure: In order to keep the project structure aligned with the changing conditions of a project the content and form of this document may be changed. The Project Manager and the Project Sponsor has to approve all changes on the document and its content. Reference: Belout, A, Gauvreau, C 2007, Factors influencing project success: the impact of human resource management, International Journal of Project Management, 22, p.1-11. Collins, R J 2011, Project management, New York, Nova Science Publishers. Dow, W, Taylor B and Peter, P 2008, Project Management Communications Bible, Indianapolis: Whiley Publishing. Gardiner, P, 2007, Project Management – A Strategic Planning Approach, Basingstoke: Palgrave Macmillan. Kerzenher, H 2007, Project management a systems approach to planning, scheduling, and controlling, New York, John Wiley. Lock, D 2013, Project Management. 10th Ed, Dawsonera Online, Available at: https://www-dawsonera-com.ezproxy.uwl.ac.uk/abstract/9781409454205 Assessed: 7 December 2015. Maylor, H, 2009, Project Management, 3rd Ed, Harlow: Pearson Educated Limited. Mehta, R C 2007, Project management, Jaipur, Aavishkar Publishers. Meredith, J and Mantel, S 2012, Project Management – A Managerial Approach, 8th ed. 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