Project Scope and Objectives
Volkswagen is one of the global leaders in the automobile industry and the project will propose a schedule, budget and resources of the project. The report will also identify the risk factors and the probable way of mitigating risk.
Project scope will include the different processes used for manufacturing a racing for the company (Kerzner and Kerzner 2017). The project will aim to develop a racing car which would compete with the rival companies while participating in the Formula 1 Championship.
The project objectives are as follows:
- Identification of technology used by the rival companies by conducting market research
- Identification of the software and hardware requirements
- Designing and developing a racing car
- Testing the car for improvements
The time span of the project is high and the company will take almost two years to launch the new racing car. The rival companies are developing new technologies so the new product may not provide Volkswagen with competitive advantage (Abuwarda and Hegazy 2016). The change in the project deliverables in not possible after the second phase and change in deliverables will affect the overall project.
|
Task Name |
Duration |
Start |
Finish |
|
Car manufacturing and designing plan |
565 days |
Fri 4/20/18 |
Thu 6/18/20 |
|
1.1 Design phase |
175 days |
Fri 4/20/18 |
Thu 12/20/18 |
|
1.2 Integration Phase |
120 days |
Fri 10/12/18 |
Thu 3/28/19 |
|
1.3 Assembly and manufacturing phase |
205 days |
Fri 3/29/19 |
Thu 1/9/20 |
|
1.4 Testing Phase |
70 days |
Fri 1/10/20 |
Thu 4/16/20 |
|
1.5 Change management |
45 days |
Fri 4/17/20 |
Thu 6/18/20 |
(Table 1: Chow, Woodford and Lambe 2014)
|
Task Name |
Duration |
Start |
Finish |
|
Milestone 1: Design phase realization |
0 days |
Thu 10/11/18 |
Thu 10/11/18 |
|
Milestone 2: Integration Phase realized |
0 days |
Thu 3/28/19 |
Thu 3/28/19 |
|
Milestone 3: manufacturing and Assembly phase realized |
0 days |
Thu 1/9/20 |
Thu 1/9/20 |
|
Milestone 4: Testing Phase realized |
0 days |
Thu 4/16/20 |
Thu 4/16/20 |
|
Milestone 5: Change management realized |
0 days |
Thu 6/18/20 |
Thu 6/18/20 |
(Table 2: Borri, Guberti, and Betti, 2014)
|
Task Name |
Duration |
Start |
Finish |
|
Car manufacturing and designing plan |
565 days |
Fri 4/20/18 |
Thu 6/18/20 |
|
1.1 Design phase |
175 days |
Fri 4/20/18 |
Thu 12/20/18 |
|
1.1.1. competitor analysis |
40 days |
Fri 4/20/18 |
Thu 6/14/18 |
|
1.1.2 Researching the concept and prior art |
35 days |
Fri 4/20/18 |
Thu 6/7/18 |
|
1.1.3 Designing the first stage concept |
60 days |
Fri 6/15/18 |
Thu 9/6/18 |
|
1.1.4 In depth analysis of mechanical and hardware requirements |
75 days |
Fri 9/7/18 |
Thu 12/20/18 |
|
1.1.5 Solid Modeling |
50 days |
Fri 6/15/18 |
Thu 8/23/18 |
|
1.1.6 Design Analysis |
35 days |
Fri 8/24/18 |
Thu 10/11/18 |
|
Milestone 1: Design phase realization |
0 days |
Thu 10/11/18 |
Thu 10/11/18 |
|
1.2 Integration Phase |
120 days |
Fri 10/12/18 |
Thu 3/28/19 |
|
1.2.1 Sub system assembly models |
25 days |
Fri 10/12/18 |
Thu 11/15/18 |
|
1.2.2 Chassis model assemblies for the subsystem |
40 days |
Fri 10/12/18 |
Thu 12/6/18 |
|
1.2.3 Mounting, Fastening and Hardware model assembly |
45 days |
Fri 10/12/18 |
Thu 12/13/18 |
|
1.2.4 Assembling the full system |
75 days |
Fri 12/14/18 |
Thu 3/28/19 |
|
Milestone 2: Integration Phase realized |
0 days |
Thu 3/28/19 |
Thu 3/28/19 |
|
1.3 Assembly and manufacturing phase |
205 days |
Fri 3/29/19 |
Thu 1/9/20 |
|
1.3.1 Test for fabrication and machining practice |
35 days |
Fri 3/29/19 |
Thu 5/16/19 |
|
1.3.2 Material and Hardware purchase |
40 days |
Fri 3/29/19 |
Thu 5/23/19 |
|
1.3.3 Drawing and Tolerancing and Geometric dimensioning |
45 days |
Fri 5/24/19 |
Thu 7/25/19 |
|
1.3.4 General manufacturing |
90 days |
Fri 7/26/19 |
Thu 11/28/19 |
|
1.3.5 Assembling the car |
30 days |
Fri 11/29/19 |
Thu 1/9/20 |
|
Milestone 3: manufacturing and Assembly phase realized |
0 days |
Thu 1/9/20 |
Thu 1/9/20 |
|
1.4 Testing Phase |
70 days |
Fri 1/10/20 |
Thu 4/16/20 |
|
1.4.1 subsystems and components status |
30 days |
Fri 1/10/20 |
Thu 2/20/20 |
|
1.4.2 technical simulation inspection |
25 days |
Fri 1/10/20 |
Thu 2/13/20 |
|
1.4.3 First race simulation |
40 days |
Fri 2/21/20 |
Thu 4/16/20 |
|
Milestone 4: Testing Phase realized |
0 days |
Thu 4/16/20 |
Thu 4/16/20 |
|
1.5 Change management |
45 days |
Fri 4/17/20 |
Thu 6/18/20 |
|
1.5.1 Evaluating the performance |
15 days |
Fri 4/17/20 |
Thu 5/7/20 |
|
1.5.2 Process of re-engineering |
20 days |
Fri 5/8/20 |
Thu 6/4/20 |
|
1.5.3 Final racing car deployed |
10 days |
Fri 6/5/20 |
Thu 6/18/20 |
|
Milestone 5: Change management realized |
0 days |
Thu 6/18/20 |
Thu 6/18/20 |
(Table 3: Snyder 2014)
Gantt chart
|
Task Name |
Resource Names |
Cost |
|
Car manufacturing and designing plan |
$852,600.00 |
|
|
1.1 Design phase |
$375,800.00 |
|
|
1.1.1. competitor analysis |
Project manager, Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer |
$73,600.00 |
|
1.1.2 Researching the concept and prior art |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer |
$42,000.00 |
|
1.1.3 Designing the first stage concept |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer |
$72,000.00 |
|
1.1.4 In depth analysis of mechanical and hardware requirements |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer |
$90,000.00 |
|
1.1.5 Solid Modeling |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer, Technical Staff |
$63,200.00 |
|
1.1.6 Design Analysis |
Mechanical Engineer, Project manager |
$35,000.00 |
|
Milestone 1: Design phase realization |
$0.00 |
|
|
1.2 Integration Phase |
$152,160.00 |
|
|
1.2.1 Sub system assembly models |
Car parts[1],Technical Staff |
$2,600.00 |
|
1.2.2 Chassis model assemblies for the subsystem |
Technical Staff, Car parts[1] |
$3,560.00 |
|
1.2.3 Mounting, Fastening and Hardware model assembly |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer, Car parts[1] |
$55,000.00 |
|
1.2.4 Assembling the full system |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer, Car parts[1] |
$91,000.00 |
|
Milestone 2: Integration Phase realized |
$0.00 |
|
|
1.3 Assembly and manufacturing phase |
$189,920.00 |
|
|
1.3.1 Test for fabrication and machining practice |
Instrumentation Engineer, Mechanical Engineer, Car parts[1] |
$26,200.00 |
|
1.3.2 Material and Hardware purchase |
Mechanical Engineer, Technical Staff, Car parts[1] |
$17,960.00 |
|
1.3.3 Drawing and Tolerancing and Geometric dimensioning |
Instrumentation Engineer, Mechanical Engineer, Technical Staff |
$35,280.00 |
|
1.3.4 General manufacturing |
Instrumentation Engineer, Mechanical Engineer, Technical Staff, Car parts[1] |
$71,560.00 |
|
1.3.5 Assembling the car |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer, Technical Staff, Car parts[1] |
$38,920.00 |
|
Milestone 3: manufacturing and Assembly phase realized |
$0.00 |
|
|
1.4 Testing Phase |
$88,680.00 |
|
|
1.4.1 subsystems and components status |
Project manager, Technical Staff |
$21,120.00 |
|
1.4.2 technical simulation inspection |
Technical Staff, Mechanical Engineer |
$10,600.00 |
|
1.4.3 First race simulation |
Instrumentation Engineer, Mechanical Engineer, Project manager, Technical Staff |
$56,960.00 |
|
Milestone 4: Testing Phase realized |
$0.00 |
|
|
1.5 Change management |
$46,040.00 |
|
|
1.5.1 Evaluating the performance |
Instrumentation Engineer, Project manager |
$15,000.00 |
|
1.5.2 Process of re-engineering |
Electronics and Electrical engineer, Instrumentation Engineer, Mechanical Engineer |
$24,000.00 |
|
1.5.3 Final racing car deployed |
Project manager, Technical Staff |
$7,040.00 |
|
Milestone 5: Change management realized |
$0.00 |
Table 4
|
Name |
Cost |
Start |
Finish |
Remaining Work |
|
Project manager |
$108,800.00 |
Fri 4/20/18 |
Thu 6/18/20 |
1,360 hrs |
|
Mechanical Engineer |
$266,400.00 |
Fri 4/20/18 |
Thu 6/4/20 |
5,920 hrs |
|
Electronics and Electrical engineer |
$206,400.00 |
Fri 4/20/18 |
Thu 6/4/20 |
3,440 hrs |
|
Instrumentation Engineer |
$235,800.00 |
Fri 4/20/18 |
Thu 6/4/20 |
5,240 hrs |
|
Technical Staff |
$27,200.00 |
Fri 6/15/18 |
Thu 6/18/20 |
3,400 hrs |
Table 5
External
|
Risk Description |
Delay in receiving the different components for manufacturing of the car. |
lack of capital |
Sudden issue |
|
Priority |
High |
Medium |
Medium |
|
Summary |
The project components are crucial for continuing with the project and are required for manufacturing the car. |
The availability of funds is crucial for steady execution of the project. The liquidity and availability of funds will facilitate in purchasing different car manufacturing requirements. |
There are unexpected hindrances to the project for which the organization should always be prepared. This may affect any project deliverable, milestone and task. |
|
Affected Area |
The manufacturing and the integration phase will be affected by the delay in arrival of the project components. Delay in critical tasks will affect the overall time schedule. Thus, the cost of the project will increase significantly due to this delay. |
The lack of capital and liquidity will affect the overall project. Funding is required for all tasks and phases so this will affect the time span of the project. |
This risk is unknown and can affect any phase of the project plan. |
(Table 6: Marcelino-Sádaba et al.2014)
Internal
|
Risk |
Postponement in time in approval of the project components for the manufacturing and the integration phase |
Scope Creep |
|
Priority |
High |
High |
|
Summary |
The components in the project will have to be approved and buffer time is kept for each task. However, due to lack of communication between the project team and stakeholders the approval may get delayed which will delay the manufacturing and integration phase. |
Often it has been seen that there is steep deviation from the expected result. The uncontrolled changes within a project will result in affecting the resources and the time span of the project. |
|
Affected Area |
The time schedule and resource cost in the project will increase significantly. |
This will result in requirement changes which will change the content of the project deliverables. The change in the project deliverables will affect the time span of the project. |
(Table 7: Marcelino-Sádaba et al.2014)
Technical
|
Risk |
Problems faced in the equipment and other machineries for car manufacturing |
Unanticipated issue |
|
Priority |
High |
Medium |
|
Summary |
The equipment, machinery and tools used for car manufacturing may have some technical issues. This could be due to various reason such as lack of maintenance and proficiency in handling the equipment. |
There are always changes that unpredictable errors occur while manufacturing or assembling the product. |
|
Affected Area |
This will affect the overall cost of the project as more resources will have to be used by the organization to rectify this error. |
This will affect the overall which will include both the time span and cost. |
(Table 8: Liu, Meng and Fellows 2015)
Part C (500)
|
Risks |
Mitigation plan |
|
Delay in receiving the different components for manufacturing of the car. |
This can be easily avoided if the organization can maintain their inventory effectively by identifying the frequently used components and their priority in product development. |
|
lack of capital |
The project manger will have to discuss the maximum available budget for the project. The requirements and the deliverables will have to be set according to the available resources and overallocation of resources on non-critical task will have to be avoided. |
|
Sudden issue |
The possible unpredictable issues will have to be prepared for by keeping flexibility with the project by using agile methodology. The use of agile methodology will enable them to develop a product at every stage so that it can be delivered to the stakeholders at different stages. |
|
Postponement in time in approval of the project components for the manufacturing and the integration phase |
The project manager will have to create an effective communication pan which will consist of the schedule of meeting between the project team and the stakeholders. This will increase the awareness about the project status to each of the project members and the stakeholders. Therefore, the delay can be avoided. |
|
Scope Creep |
The project can use agile methodology where various features will be added to each of the stages to the car. Therefore, the deviation in result in one phase can be rectified in the next phase of the project. |
|
Problems faced in the equipment and other machineries for car manufacturing |
The equipment and machineries will have to be examined on a regular basis to identify the issues and rectify them as soon as possible. This will ensure that the equipment is at top condition at all times. |
|
Unanticipated issue |
The project will use agile methodology which will increase the flexibility of the project and its components. The technical issue faced in this phase will rectified in the next phase. Moreover, adequate buffer time has to be established so that the overall time schedule is not affected. |
(Table 9: Parihar, Bhar and Srivastava 2015)
Communication plan
|
Meeting |
Participant |
Date |
|
Project commencement |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
April 2018 |
|
Monthly meeting |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
May 2018 |
|
Milestone 1: Design phase realized |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
October 2018 |
|
Milestone 2: Integration Phase realized |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
March 2019 |
|
Milestone 3: manufacturing and Assembly phase realized |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
January 2020 |
|
Milestone 4: Testing Phase realized |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
April 2020 |
|
Milestone 5: Change management phase realized |
Project manager, Instrumentation Engineer, Electronics and Electrical engineer, Mechanical Engineer |
June 2020 |
(Table 10: Binder 2016)
Conclusion
The report has provided the project plan for developing a racing car for Volkswagen. The risk matrix has been developed to identify the potential risk factors and the mitigation plan. The project will be successful if the given project plan is followed and the constraints are kept in mind.
References
Abuwarda, Z. and Hegazy, T., 2016. Work-Package Planning and Schedule Optimization for Projects with Evolving Constraints. Journal of Computing in Civil Engineering, 30(6), p.04016022.
Binder, J., 2016. Global project management: communication, collaboration and management across borders. Routledge.
Borri, C., Guberti, E. and Betti, M., 2014. Mid Project Milestone for the QUEECA TEMPUS Project: First Results and Rising Expectations. In Proc. of the 42nd SEFI Annual Conference.
Chow, A.F., Woodford, K.C. and Lambe, N., 2014. Using project deliverables and project management for timely completion of student projects. Journal of Emerging Trends in Economics and Management Sciences, 5(3), p.323.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Liu, J., Meng, F. and Fellows, R., 2015. An exploratory study of understanding project risk management from the perspective of national culture. International Journal of Project Management, 33(3), pp.564-575.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms. International journal of project management, 32(2), pp.327-340.
Parihar, S., Bhar, C. and Srivastava, N.K., 2015. A Project Risk Management Methodology Based on Probabilistic and Non-probabilistic Approach: A Study on Transmission Line Installation Projects. Jindal Journal of Business Research, 4(1-2), pp.27-45.
Snyder, C.S., 2014. A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.
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